Applying Lean Principles to College Processes... and to e-Learning Development Tuesday, September...

Applying Lean Principles to College Processes... and to e-Learning Development

Tuesday, September 30, 2014

Kamaljit K. Jackson Martha O’Keefe Rob Stewart Quality Systems Manager Dean of Workforce & CEO

Professional DevelopmentGateway Technical College Germanna Community College The Quality [email protected] & NCCET Board Member [email protected] [email protected] 404-843-9397

540-891-3094

mailto:[email protected]



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NCCET Purpose/Role

• Help members …o Create efficiencieso Improve productivityo Reduce costs/increase revenueo View students and colleagues as customerso Provide relevance college wide

• “Lean in Education” Workshop at 2013 NCCET Conference

• Recognize value of Strategic Corporate Partners

NCCET Confidential and Proprietary

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Lean for Education

The Quality Group, Inc.Confidential and Proprietary

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The Quality Group• Blended e-Learning for Process Improvement

(Lean, Six Sigma, Project Management)• Markets: Corporate, Academic, Healthcare• NCCET Corporate Member since 2004• Gateway Technical College Partner since 2006• Lean for Healthcare custom modules in 2013• Lean for Education custom modules in 2014

The Quality Group, Inc.Confidential and Proprietary

Applying Lean Principles to College Processes... and to e-Learning Development

Tuesday, September 30, 2014

Kamaljit K. JacksonQuality Systems Manager,

Black Belt, Project Champion, and Kaizen FacilitatorGateway Technical CollegeOffice of Quality Systems

Division of Institutional Effectiveness

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Agenda• Gateway Technical College Facts• Workforce and Economic

Development Division (WEDD)• Office of Quality Systems

o Piloto Project Resultso After Piloto The Quality Group:

• Lean for Education Pilot Results o Other Projects in Progress

GTC Office of Quality Systems Confidential and Proprietary

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Gateway Technical College Facts

• First publicly funded continuation school in the State of Wisconsin

• Serves ~ 25,000 students in southeastern Wisconsin o Counties of Kenosha, Racine, and Walworth


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Gateway Technical College –

Executive Leadership Team (ELC)


Bryan D. Albrecht, Ed.D.

President and Chief Executive Officer

Zina HaywoodExecutive Vice

President/Provost for Academic and Campus

Affairs

Deborah DavidsonVice President – Workforce and

Economic Development

Jeff RobshawVice President –

Learning Innovation and Chief

Information Officer

Stephanie SklbaVice President – Community and

Government Relations

John ThibodeauAssistant

Provost/Vice President –

Institutional Effectiveness and Student Success

William WhyteVice President –

Human Resources and Facilities

Bane ThomeyChief Financial

Officer/Vice President of Finance and Administration

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Workforce and Economic Development Division

(WEDD)• The Quality Group

o 2006

• Lean Six Sigma Green Belt Certificationo Professional Development Workshopso Workforce Advancement Training Grant

• 400 individuals• 40 different organizations (MFG; NFP;

GVT; HE and HC)


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Business Partners


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Project Type Results

On Time Delivery, Process Improvement $1,750,000

50% scrap reduction $2,600,000

Process improvement $250,000

Implementation of Kanban $7,500

Improved process, scrap and rework reduction $1,312,000

Assembly process improvement $42,500

3% Improvement in packing efficiency $178,000

Streamline College Admissions Process $192,500

Reduce inspection redundancy $54,000

Increase capacity/scrap reduction $1,596,500

Estimated savings from Green Belt Projects Over $11,000,000.00


Green Belt Project Results (Example)

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Why not us?


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The Pilot • May 2013o4 member teamoGreen Belt TrainingoBlended format – The Quality Group (TQG)

oProject selection

Office of Quality Systems Confidential and Proprietary

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Project Scope• Intake of mail delivery and

sorting processes throughout each of the district-wide drop off locations includes:o All USPSo Intercampuso FEDEXo UPSo Shipping and Receiving


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Project Approach• Met with subject matter experts (SME)• Current state walk through

o Created cycle time schedule

• Design of experiment• Met with focus group• Survey obtained to expand VOC• Created current state process maps via

phase:o Delivery/Pick-upo Sort


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Process Maps/Cycle Time Tool

• Created process maps for current and future state

• Walked the current process:o Rode along with the mail personnel to

document current cycle time

• Walked the future state processo Ensuring meeting voice of customer

GTC *Office of Quality Systems Confidential and Proprietary

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The Survey• Questions

o Reasonableness of timeo Importance of standardized methodo Importance of central locationo Satisfaction of current state

• Distributed in mid August 2013o Prior to all faculty start Fall semester

• 336 respondents out of 620 employees


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Design of Experiment

• Sent out 4,800 pieces of mail (intercampus and USPS AM and PM); received ~2100 back

• Multiple data points to capture multiple routes per each piece

• Duration was to capture within one week timeframe


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The Results (Survey)• 97% Consistency• 83% Standardized• 86% Central

Location• 55% Not Satisfied

– current method• 62% Not Satisfied

– current delivery schedule


Baseline = 1-3 days

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Bioscience - Intercampus PM

The Results (DOE)


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Impacts• Employees working around the process:

o “My support faculty, support staff and I all drive important documents to other campuses because we do not trust inter campus mail. This is not usually a matter of waiting until a convenient trip - it is an extra round trip which costs mileage”

• Consequences with governmental agencies:o “1st quarter 2013- I mailed a tax return to the IRS and the

Certified (green ) card was signed received within 5 days (mailed from here 4/17/13, signed 4/22/13); 2nd quarter 2013 I mailed a tax return to the IRS and the Certified (green) card was signed received 19 days after mailing(mailed 7/12/13, stamped received 7/31/13..)-there could be tax consequences for Gateway if the outgoing mail wasn't postmarked by 7/31/13. I use to receive a Certified Mail Receipt back from USPS with a date stamp for proof of mailing. These documents are no longer received”


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Impacts• Special Accommodations: “I originally sent a request to

State of WI, Dept. of Public Instruction for approval of special accommodation on 8/12/13. It was never received. I resent the request on 9/20/13 and they received it on 9/25/13.”

• Employees: Timeliness of payments (Child Support Agencies)

• Accounts Payable checks not reaching vendor

• Transcript delays “student calling to find out why not accepted; hadn’t received HS transcripts”. It took 7 days from post date to arrive in Student Services for processing.GTC Office of Quality Systems Confidential and Proprietary

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The Solution• VOC says….

o Standard delivery scheduleo Standard and consistent mail room layout throughout

districto Clearly defined roles and responsibilitieso Consistent delivery and sorting staffo Ownership/accountability defined and communicated

• Need enhanced equipment and software solutions


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The Solution• 2 New part-time positions• Reducing Costs (soft/hard)….

o~$80KoGiving back time to custodial staffoGiving back time to non-custodial staffo Enhance equipment and software

solutions


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Project Lessons Learned

• Leverage current talent:o Motivates and creates an environment of

inclusion/engagemento Respect of employees/feedback criticalo Builds trust and credibility of processo Bring people along in the process

• Communication along the way is critical• Leadership buy-in is required for success• Design of experiment is essential to capture

metrics and data integrity is critical• Time commitment


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Lean for Education e-Modules Story

• Divided work on modules - began late 2013, through early summer 2014.

• Periodic review with focus on being current, relevant, significant.

• Summer 2014 - wrap up, ensuring consistency and quality.

• Aug – Sept 2014: Evaluate pilot feedback & make improvements.

NCCETConfidential and Proprietary

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TQG’s Lean for Education e-Modules

• Introduction to Lean for Education • Eight Wastes for Education • Kaizen Event for Education • Standard Work for Education • Current State Value Stream Mapping for Education• 5S Plus Safety for Education • Visual Management for Education • Error Proofing for Education • Managing Change for Education • Workplace Design for Education • Flow and Pull Systems for Education • Future State Value Stream Mapping for Education

The Quality GroupConfidential and Proprietary

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The Quality GroupLean for Education: Pilot

Results

The Quality Group Confidential and Proprietary

Evaluation QuestionsHow would you rate this e-Module?

By applying the material covered in this e-Module, we can improve the quality of our work.

How strongly would you recommend that your peers take this e-Module?

Is the e-module user friendly?

# Responses Min: 31 (Workplace Design, Kaizen Event, Flow & Pull)

Max: 60 on Intro to Lean for Education

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The Quality Group:Lean for Education: Pilot

Results


Sample Affirming Comments

Yes. I can better understand the need for Lean in Higher Education and why it is important.

The module effectively linked what I knew about lean practices in a general sense to education-specific practices without going too deep.

Yes, in fact, I had to stop part-way through to clean and organize the area around my desk!

The examples are fantastic and every employee will be able to immediately relate.

It was short. It was easy to follow.

Content was thoroughly explained, and the material presented in each page of the module spiraled effectively, reinforcing concepts and ideas discussed previously.

Gives me a better understanding of the processes involved in streamlining activities that that go on at this institution.

Yes, goes into very practical ways to move towards a Lean environment.

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The Quality Group:Lean for Education Pilot

Results


Sample Suggestions for ImprovementIf there is a recommended order for the modules, highlight key points of what learned so far from previous modules.

I like the knowledge checks. For the "math questions" on the assessment, possibly having a reference to the "equation".

Consider adding a "Lean Dictionary" or general dashboard to the modules, where terms like, "Kaizen" are defined and explained.

Emphasize that stakeholders are involved in this process. It's not just the team doing everything. The team must get buy-in from the process owners.

Do not think I would retain this material beyond the online assessment.

Examples are good but there could be more. Perhaps more could be discussed in a classroom setting.

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The Quality Group:Lean for Education Pilot

Results


After completing this module, I can now read and understand a Value Stream Map

Makes you aware of the simple but effective ways we can improve work place safety and efficiency in work duties.

Yes, I had never thought about all the different kinds of error proofing that exist, but the examples showed that we are already doing some things for our students, like alerts when their grades go down.

I love the idea of creating a more efficient work space! I am constantly trying to find ways to reduce wasted time travelling to and from areas.

It helped me understand that a pull system is possible in educational environments.

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NCCET Perspective• Appreciate opportunity to contribute to

development

• Appreciate opportunity to participate in Beta testing

• Supportive of the development of programs and services that benefit the profession

NCCETConfidential and Proprietary

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The Eight Wastes of Lean

The Quality GroupConfidential and Proprietary

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Eight Wastes Knowledge Check


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Thank you!

Office of Quality Systems Confidential and Proprietary

Applying Lean Principles to College Processes... and to e-Learning Development Tuesday, September...

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