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LeaninHigherEduca/onConference:Implemen/ng,MeasuringandSustainingChange
Username:MacquarieEventsPassword:lean2017
Viewtheprogramonlineat:mq.edu.au/events/lean-program
ChangeWithoutEgo
KarenKuslerandSteveKreidler
UnitedStates
ChangeWithoutEgo
November3,2017Presenter:KarenKusler,
UniversityofTexasatArlingtonContributor:SteveKreidler,
MetropolitanStateUniversityatDenver
Ins=tu=ons
UniversityofCentralOklahomaTimeframe:2001-2017Enrollment:16KStaff:1400Faculty:1700Type:RegionalUniv.
MetropolitanStateUniversityatDenverTimeframe:2015-2017Enrollment:24KStaff:1500Faculty:1500Type:RegionalUniv.
UniversityofTexasatArlingtonTimeframe:July2017Enrollment:56KFaculty&Staff:5000Type:ResearchUniv.
Situa/on
Processes–broken,band-aidfixes,papersignatures,manualcheckpoints
People–loyal,seasoned,frustrated,processpatchability(vision)
Technology–legacynetworktransi/onedtoBanner,3rdpartyproducts
LeanIntroduc/on
Facili/es were deteriora=ng due to lack ofpreventa/vemaintenance.Ateamoffrontlineemployees streamlined the process usingLean.Thechangeintheprocessthatimpactedthe safety and facility temperature impressedthe campus. Pain point projects wereiden/fiedandthejourneystarted.
TeamDesign
Focusonprocessacrossfunc=onal
areas
Solu/onstoreducestaff
stress
Frontlineemployeesverifycurrentprocess
Ensureaccuracy
Lowcotsolu/ons
2014StaffClimateSurveyAgree SurveyItem Impact
4.25 Iworkindependentlyonreoccurringworktasks(includesprojects)
3.50
4.12 Iamtrustedtomakedecisionsregardingmyassignmentsandservices
4.07
3.79 Thereisaspiritofcoopera/onamongstafftogetthejobdone 3.77
3.73 Iamcomfortablesta/ngconcernsorfrustra/onswiththeworkenvironmenttomysupervisor
3.66
3.96 Ihaveatrus/ngworkrela/onshipwithstaffandfacultyinmyarea
3.90
3.83
Ihavefeelingsofpersonalaccomplishmentsinmyworklife
3.83
Agreescale(5points)–stronglydisagree(1)tostronglyagree(5)Impactscale(5points)–verynega/ve(1)toveryposi/ve(5)417responses(about30%responserate)
ChangewithoutEgo
Employeeswerefocusedonefficiency
TargetwastoimprovedepartmentKeyPerformanceIndicators
Individualcreditforaccomplishmentsnotexpectedordesired
MakeworkenvironmentbeJer
Situa/on
Processes–work-arounds,undefined,papersignatures,mul/plecheckpoints,consor/umenvironment
Technology–Bannernetwork,restrictedauthority
People–proud,hard-working,task-focused,competent,shorttenure,accep/ngofchange
Challenge
Consor=umcampuswitharesearchuniversity(CU), a regional university (MSU), and acommunity college (CCC) impacts control ofprocesses. Many func/ons are mixed withMSUini=a=ngac/onandthecentralservicesfinalizingtheac/on.Someoftheseprocessesinclude: facili/es, purchasing, parking, andsecurity.
Challenge
Thehiringprocesswasapainpoint takingupto 9 weeks aeer the applicant closing date.TheHR leadership changed froma controllingdirector to an empowering director in spring2016. Mostoftheemployeeshad lessthan3yearsexperience in their posi/ons. Althoughthey were competent, they were hesitant tosharesolu/onstoissues.
TeamDesign
Supervisorsandkeyemployeesonsolu=ons
team
Focusonaccess
Frontlineemployeesverifycurrentprocess
Increasesystemconsistencyand
accuracy
ChronicleBestCollegetoWork2017StaffClimateSurvey
SurveyItem Agree
Iamgiventheresponsibilityandfreedomtodomyjob 79%
Mysupervisor/departmentchairsupportsmyeffortstobalancemyworkandpersonallife
79%
Iunderstandhowmyjobcontributestothisins/tu/on’smission 85%
Iamproudtobepartofthisins/tu/on 78%
Allthingsconsidered,thisisagreatplacetowork 70%
1000responses(about30%responserate)
ChangewithoutEgo
Shy about being recognized as change agents
A team focus helping
co-workers
Situa/on
Processes–highlyautomated,limitedcoordina/onacrossdepartmentsinsharedmanagementenvironment
Technology–Oracle/PeopleSoenetwork,highcustomiza/on,staffgrowthspurt
People–commiied,mixofnewtoHEandseasoned,specialist,competent
NewTechniques
The Office of Informa/on Technology needed aBusiness Process Specialist to bridge thecommunica=on gap between a need/requestto the technology solu/on. Valida/ng theprocess issues and providing visual tools fortechnologysolu/ons. Thetechnology teamsaresystem thinkers and require use of variousmapping tools (swim lanes, journey maps, valuestreammaps,andprocessflows).
TeamDesign
“OutoftheBox”solu/ons–lowcustomiza/on
Focusonfunc=onalityofprocess
Func/onareasupervisorsdefinecriteriaforsuccess
Hand-offtoPMOandbroughtback
fortes/ng
ChangewithoutEgo
MakethingsbeJer
Focusedonimprovingtheirfunc=onarea
Documen=ngthe3P’s(processes,proceduresandprac/ces)
Searchingforwaystounitenewstaffintheirdepartment
FSVSM Hiring Vacancy to Adv - Faculty - Nov 2016.igx
Target - Process in 5 days
Hiring Authority
Launch Position in
PeopleAdmin
Initiator
Total C/T = 10 minutesValue Add: 10 minutesDefect = 0%
1
Advertise Position
EO
Total C/T = 30 minutesValue Add: 30 minutesNVA = 0 minutesDefect = 0%
1
Control Points
HRHiring AuthorityNotification to
Hire
10 minutes 45 minutes
8.75 hours
5 minutes
8.08 hours
5 minutes
8.08 hours
30 minutes
24.5 hours
15 minutes
8.25 hours
30 minutes 30 minutes
Lead Time = 58.8 hours
VA / T = 170 minutes
Initiator
Superviosr
Instructions
Instructions
Instructions
Verify Changes
Made
Hiring Manager
(Chair) (Dean)
Total C/T = 5 minutesValue Add: 5 minutesNVA = 1 daysDefect = 5%Comments: Hiring Mgr & Next Level Supervisor
2
Job Description Reviewed
HR
Total C/T = 45 minutesValue Add: 45 minutesNVA = 1 daysDefect = 50%Comments: qualifications match tasks & worded clear
1
Check for Discrimatory
Wording
EO Staff
Total C/T = 15 minutesValue Add: 15 minutesNVA = 1 daysDefect = 5%
1
Create Posting
EO Staff
Total C/T = 30 minutesValue Add: 30 minutesNVA = 0 secondsDefect = 1%Comments: Submit to Post
1
LAG is Lead Time (8 hr shifts)
CT is VA/T
Re-eval or create position
Director or Hiring Auth
Comments: What type of vacancy
3
People Admin Software
Input ApproveApprove
Approve Post
FS VSM Hiring Vacancy to Advertising - Faculty Hires 11/30/16
Team Members:Facilators Karen Kusler and Vitaliy Krutikov
Paul Hitchcock, Jay Allen, Cipriana Patterson, Patsy Hernandex, Emily Willan, Kathy Heyl, Amie Kaufenberg, Nanette Wilcot
Lag = 7 days 2 hoursCT = 2 hours 50 mins
Add Posting Info Questions to People Adm
Fiscal Mngs trained and held
accountable
Move Job Descrip Review
to HR
Create SOPs for all functional staff
in process
Checklist for Initiator
Comprehensive Training for Initiator,
Hiring Mgr, Supervisor
6 Touches + 2 potential rework
Checked for Accreditation Requirements
Deputy Provost
Total C/T = 30Value Add: 30 minutesNVA = 3 daysDefect = 5%
1
Verify Changes
Made
Next Level Supervisor
(Dean)
Total C/T = 5 minutesValue Add: 5 minutesNVA = 1 daysDefect = 5%Comments: Hiring Mgr & Next Level Supervisor
2
ValueStreamMaps
SwimLanesConcept Triage Process
Stra
tegi
c Pl
anni
ng G
roup
IT G
over
nanc
e Te
amIT
Exe
cutiv
e Bo
ard
Tria
ge T
eam
Cust
omer
Week 2Week 1Week 0
Submit Concept Document
Interview CustomerIdentified Executive Sponsor?
Is Funding Available?
Review at Weekly Triage
Receive Signed Concept Document & Concept Tracker
Can Concept Move Forward?
Update Tracker
Develop Business Case
Discontinue Work
Yes
Yes
No
Yes
NoCan Concept Move Forward?
Discontinue Work
Complete MOU Matrix
Receive Signed Concept Document & Concept Tracker
Discontinue Work
No
Is Budget Requested for
Next FY?
No
Yes
Review MOU Matrix and Sign
A
A Update Customer
A
No
Yes
JourneyMapsLEGEND
TASK/ACTION
WEBSITE/CAMPUSSYSTEMS
OTHERSYSTEMSLINKEDIN
WEBPAGEANDUSEDFORFUNCTION
EMOTION/ATTITUDE
Why
AcceptFinancialAidAward
1sttimeborrowersrequiredonlinetraining&masterpromissorynote
MyMavDirectcommunication?
https://www.uta.edu/fao/
Set-upScholarshipProfile
SearchScholarshipstoApplyfor
Websitehttps://www.uta.edu/fao/https://www.uta.edu/fao/scholarships/index.php
TerryScholarApp–notifiedthroughRecruitmentCommunicationPlan
MyMav MyMavScholarShop(AcademicWorks)
ScholarShop(AcademicWorks)
VerifyFinancialAidwhenChangesare
Posted
VerifyPaymentDueDates
ReceiveFinancialAiddistributioninformation
FinancialAiddistribution10dayspriortoclassesstart
CommunicationthroughMyMav
MyMav
MyMavcommunication
MyMav
MyMav MyMav
MyMav MyMav
Adjustaidforenrollmentchanges
MyMavnotices
MyMav
Onlinesystemisfine.
UTAjustdirectsthemtothetraining.Whythetrainingis
requiredandamountoftimetocompletewouldbe
helpful.
CurrentlyhavetocompleteaprofileinScholarShopfor
accesstoscholarships
Scholarshipinputisinconsistentin
ScholarShopandcanbeconfusingonwhattheyare
eligibleforandhowmuchtheawardis.
Anotherstepbeingdoneafterdaysorweeksfromthefirst
step.
Clearlycommunicated.
Studentsaresometimesconfusedonwherethefundsaredistributedto.DisbursementgoestoMyMavStuAcct,
notbank.
Studentsaresometimesconfusedonwherethefundsaredistributedto.DisbursementgoestoMyMavStuAcct,
notbank.
Changesarenotcommunicatedwith
specificsofthestudents,but
genericstatements.
FacultyActivityReport-Collegesetcriteriafortimeperiodreported
TeachingPerformance(SFSreportandadditionalquestions)
RenewaldecisioncheckboxfieldsandsummarystatementfieldinWorkFlow:RecordofVote(currentlymandatoryform)#torenew#torenewwithreservation#tonotrenew#abstain Summarystatement
fieldinWorkFlow
RenewaldecisioncheckboxfieldsinWorkFlow:RecordRecommendationtorenew,renewwithreservation(yrs.3-5),notrenew.
SummarystatementfieldinWorkFlow
ElectronicfilesinWorkFloweliminatesneedforADMINtomakecopies
Uploadofdocumentsreplacesthethumbdrive
andBoxfileusedcurrently
SummarystatementfieldinWorkFlow
RenewaldecisioncheckboxfieldsinWorkFlow:RecordRecommendationtorenew,renewwithreservation(yrs.3-5),notrenew.
Year1and2doestheDeanhaveanoptiontosendanon-renewal
decisionwithoutProvostinput?
ACTP(Dept/Schoolcommittee)reviewandinputvoteandsummarystatement
inworkflow
Chair/ProgDirsharereportwithFaculty
Member(shareredactedletters)
Chair/ProgDirinputrecommendationandsummarystatement
Deaninputsrecommendationandsummarystatement
Provostreviewssummary
statements,votes,&recommendations.Acknowledgereview.
Sendsreporttostate.
Archiveinaformatwherereportcanbepulledfordecision
yearprocess
Inpersondiscussion
FacultyMemberacknowledgereview
ofthereport
WorkFlowinitiatedbyUTAuploadof“transmittal”information–
designatingwhodoeswhichwork
flow
FacultyMemberuploadrequired
documentstoWorkFlow
Summaryreportcompiledandsentto
theProvost
ExecutiveAssistant
technicalsupport
Onlysummarydocumentissentto
theProvost
BusinessProcessMap
TeamDesign?
Staff are compensated (addi/onal pay) whentheycompleteac/vi/esnotdefinedintheirjobdescrip/on. The areas that use this paymentmostareAcademicsandAthle/cs. Theprocessspeed is fine, but amounts paid and types ofac/vi/escompensatedforareinconsistent.
§ Whoshouldbepartoftheteam?§ Whatwillbethefocusoftheproject?
MapFormat?
StudentsarehandedoffbetweentheofficesofFinancialAid,Scholarships,andFinancialServicestoprovidefinancialinforma/on,verifyfundingandset-upautopayment.Studentconfusioniscommon.
§ Whichmapformatwouldillustratetheprocessbest?
WhatApproach?
§ Whichmapformatshouldbeusedtoillustratetheengagement?
§ Whoshouldbeincludedintheconversa/on?
AlumniengagedwiththeUniversityaremorelikelytogivemoneytoUniversitycampaigns.Thegoalistoiden/fywhattheUniversityisdoingwellandwheretheycouldimprovetokeepAlumniengaged.
ContactUs
KarenKuslerUniversity of Texas at Arlington Office of Information Technology Business Process Transformation Specialist 701 Nedderman Drive Arlington, TX 76019-0318 [email protected] [email protected] (personal) 817-272-7416 (office) 405-206-0109 (cell)
SteveKreidlerMetropolitan State University at Denver Vice President for Administration/CFO Campus Box 67, PO Box 173362 Denver, CO 80217-3362 [email protected] 303-556-5726
LeaninHigherEduca/onConference:Implemen/ng,MeasuringandSustainingChange
Username:MacquarieEventsPassword:lean2017
Viewtheprogramonlineat:mq.edu.au/events/lean-program
ChangeWithoutEgo
KarenKuslerandSteveKreidler
UnitedStates