Creating Personal and Institutional Value Through

Process Change

Karen RobilottaVice President, Human Resources

And Dr. Robert Lazer

Director, Organizational Learning and Development

CUPA-HR 2010 Annual ConferenceSeptember 22, 2010

From Pace University

Annual Report

2007-2008

“Technological innovations and changes in business processes overhaul Pace’s management culture and day-to-day operations”

Presidential Call to Action

In the summer of 2007, it was evident that a rapid, internal turnaround was needed to shore up Pace’s financial footing, stabilize and grow enrollment, improve management of our human resource and business processes and reduce bureaucracy – all to assure our national reputation for academic excellence.

Why Organizations Benefit from Process Change

• Structured and disciplined approach to analyzing how work gets done

• Requires cross-functional, cross University collaboration

• A driver of culture change• Knowledge is transferable• Measurable results

Competitiveness and Sustainability

• Key objective of process improvement is to achieve competitiveness

• Competitiveness translates to improvement in bottom line

• Process changes should be value adding to the organization

© Mike Flanagan

Why Process Change WasRight for Pace

• Processes were no longer adequate – time for change

• Lack of competitiveness• Need to update• High cost of processes• Being the leader – innovation• Being a world-class competitor – Staying on top• Responding to customer demands

Blueprint for Success

• The Task Master and the Teacher

• Structured Process Change Workshops

• Executive Sponsors

• Leader Selection

• Process Change Coaches

• Recognition

Architects of Change

• William McGrathSVP, Office of Administration

• Dr. Christian MaduResearch Professor, Management Science

Structured Process Change Workshops

• Six two-hour morning sessions• Central campus location• Attendance “mandatory”• “Homework”• Frequent “report outs” and

presentations

Structured Process Change Workshops - Topics

• What is change?• Team Leadership

– Building a cross-functional stakeholder team

• What is a process?– Process mapping

• Benchmarking, Focus Groups, Metrics• Problem-Solving Tools:

– SWOT; 4 M’s

Examples of Process Change Projects

• Moving English Placement Testing On-Line• Non-Salary Payments and Reimbursements Matrix• Digitalization of Student Records• Staff Separation Process• Budget Process Redesign• University-wide Scheduling and Event Management

System• Faculty Appointment Letters

Role of Executive Sponsor

Identifies potential projects for process change

Identifies process owner Nominates/selects process

change team leader Outlines the process need and

project expectations to leader Solicits appropriate support

from other schools/division management council members for process change initiative

Process Change Leaders

• High potential/high performer• Ready for a new challenge• Objectivity/influence/non-threatening/ best

practice• You know who they are

Process Change Coaches

• Process change leader graduate• Willing to provide advice and counsel; be a

“sounding board” without assuming project leadership

• Willing to share knowledge and experience• Willing to dedicate the time

Recognition

• Annual Employee Recognition Events• Process Change Graduates

– Participate– Improve– Measurable results– Present to President

• Coaches• Take on larger-scale projects

What is a Process?

Collection of interrelated tasks, to solve a specific

problem.

How Do I Select a Process

• What are the processes I work with? And how do they affect my job?

• Which units, departments, or individuals are affected by the process output?

• Which people, facilities, equipment are involved in the process value creation?

• What are the interdependence between the process and other chain processes in the organization?

Exercise

• Identify a process• Why does it need to change?• What will be the benefits of the

change?• Share with a “neighbor”

Steps in Process Change

1. Map out the present process

2. Understand the process

3. Observe the process in action

4. Identify problem spots

5. Collect data on the process performance

6. Analyze the data

7. Amend the process if possible

8. Conduct pilot study with the new process

9. Monitor the process and adapt the process

10.Implement the changes

Process for the Production of a Pin1) ”One man draws out

the wire 2) another straights it 3) a third cuts it4) a fourth points it5) a fifth grinds it at the

top for receiving the head…

6) to make the head requires two or three distinct operations…

7) to put it on is a particular business

8) to whiten the pins is another ...

9) and the important business of making a pin is, in this manner, divided into about eighteen distinct operations…”

10) “… in some manufactories are all performed by distinct hands, though in others the same man will sometime perform two or three of them.”

What Do They Learn?

• The steps in process change

– Flow charting the process

• Types of process change

• Analytical and problem solving tools

• Change management strategies

• How to communicate and present

the results

The Flowchart

A flowchart is a graph that shows how a process works by presenting the sequence of activities in a process.

Problem Identification and Documentation

Problem Analysis

Design and Simulation

IS Prototype OK?

Implementation

Review and Monitoring

Is Process Stable/Capable?

Is Breakthrough Change Needed?

Continuous Improvement

Steps in Process Change

Yes

Yes Yes

No

No

No

Flow Chart

Exercise: Develop a Flow Chart

• Develop a preliminary flow chart of your process• Where are the critical points in the flow chart?• What value do they create?

SWOT Analysis

StrengthsRecent purchase of new CMS with powerful marketing modules/web serversStaff: Recent hire of AVP of Marketing and Communications and Director of Online CommunicationsInstitutional support

WeaknessesPoorly designed and organized websiteWebsite does not clearly target prospective studentsLargely invisible to search engine Outdated CMS

SWOT Opportunities

Achieve a competitive, sustainable web presence

Implement differentiation strategy Increase usability and accessibility

Integrate social networking elements

Threats

Competing universities launching new web designsFinancial crisis

4 M’s: Problem Identification

Man • Logistically

& functionally inefficient•

Communication issues

• Non-student friendly

Machinery

• Failure to utilize

& leverage technolo

gy

Method• Inefficient

& inconsiste

nt procedures• Limited

data access

Material

•Costly and environme

ntally unfriendly

• Limited physical space

Exercise: Create a 4M Statement

• Using your project, identify the following causes– Man (Human):

– Machine:

– Material:

– Method:

What We Have Learned

Who is really responsible for success?

Executive sponsor ownership and involvement is crucial

Process change can go through it’s own process change:

• Less lecture

• Coaches

• Fewer tools

• Clarity of problem

What We Have Learned

Monitoring and follow-up is essential

Process leader motivation and focus may lag

Use process leaders as ambassadors

Identification of the “right” person to lead a process change project is

central to success

Go “big” after low hanging fruit has been picked

Interview with Matt Bonilla,Director, User Services

Special Thanks

We wish to thank and acknowledge the support and contributions Dr. Christian Madu for sharing his knowledge and workshop materials for this presentation.

Questions???

Contact Us

• Karen Robilotta, Vice President, Human Resources: krobilotta@pace.edu; 914-923-2637

• Bob Lazer, Director, Organizational Learning and Development:

rlazer@pace.edu; 914-923-2746