Mission

• Our mission is to utilize multimedia to support the college’s marketing and communications initiatives, particularly in enhancing the college’s reputation and in supporting fundraising efforts.

Vision• Our vision is to allow IMC to expand their opportunities to spread

the Berea message over a wider customer base and increase the circle of influence.

Charter1. Mission – Our mission is to utilize multimedia to support the college’s marketing and

communications initiatives, particularly in enhancing the college’s reputation and in supporting fundraising efforts.

2. Burning Platform – IMC is to properly photograph and video record events and subsequently edit/archive all records for communication and marketing as efficiently and with the highest degree of quality possible.

3. Process Description – When receiving an assignment, IMC must begin production by adhering to a standardized pre-production, production, and post-production workflow that guides the proper completion of assignments.

4. Problem Statement – A lack of workflow inhibits the IMC crew from properly complete assignments including preparation for assignments, fulfilling assignments, and proper archiving/sharing of finished products.

5. Sponsor – Derrick Singleton

6. Process Owner – Jay Buckner

7. Team Lead – Jay Buckner

8. Facilitator – Richard Smith, Logan Gardner

9. Team – Anna Joines/Skaggs, Shaniquewa Smith, Micah Yates, Jesse Anderson, Clay Wilburn, Amos Izerimana, Euginiu Prodan, Felicia Johnson, Caleb Coffey, Murtaza Sharifi Logan Gardner, Erin Powers, Jonathon Taylor

SIPOCSuppliers Inputs Process Outputs Customers

Photo or video for customer

Labor hours met

Archived historical images and video

Schedule requests

Plan Job

Conduct session

Store & edit

Produce and share customer

deliverable

Development

Faculty

Staff

Students

Requests

Planning

Potential marketing concepts

BC Student Labor

BC IMC staff

Development

Media Relations

Faculty

Staff

Students

Hi-Level Process Map

Return equipment to storage

area

Take down equipment

Conduct session

Edit, store, and supply

photographs and video

Set equipment

at site

Gather equipment

Schedule event

Receive job request

Strengths WeaknessesThreatsOpportunities

SWOT Analysis

Inte

rnal

Exte

rnal

• Enthusiastic leadership.• High percentage of returning labor

students.• High demand for services.• Quality equipment.• Management expertise in media arts

• 5S the photography and storage areas to utilize the existing storage space for the best purpose.

• Remove clutter.• Establish easily understood standard work.• Educate the staff on 5S and LEAN

fundamentals.• Opportunities to spread 5S across entire

IMC department.• Opportunity to use office 5S.

• Demand could be greater than capacity.• Service could be outsourced.• Technology becomes too expensive.• Outgrow their space.• Shortage of labor.

• Limited storage space.• Storage areas are not defined by function.• Current storage not designed to be efficient.• Lack of Standardized Workflows

Gap AnalysisOpportunities and Priorities

• Lack of space and organization within the IMC studio– Develop proper organization within the studio using 5S.

• Sort• Shine• Set in order

– Develop standard work that allows the IMC students and IMC staff to be able to find, use, and return tools quickly and to the proper location.

• Standardize• Visual Work Instructions• Sustain

• Photography Studio Area• Video Editing Area

Before and After

Picture of Storage Space with Labels

Picture of Standard Work

Picture of Audit

Report Out Notes• Sorting process eliminated obsolete equipment.• Standard work encouraged students to take more responsibility

within the workplace.• Students took pride in their workplace because of the cleanliness

and organization.• Quality of student labor improved.• Safety improved because clutter was removed.• Organizations brought efficiency in gathering and returning

equipment.• Production efficiency improved due to standardized workflow.

Team Picture