Transportation Services Campus Event Preparation

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Transportation Services Campus Event Preparation

Final Report & Recommendations

Team Members and Contributors Michelle Bacon Tony Hansbro

Jane Bennett Harry Klabunde Renee Benoy Jennifer Marek Anne Bogan Pam McFarland

Kim Henderson Steve Pschorr Jim Thompson

September, 2014

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Background ......................................................................................................................... 3

Current State Process and Kaizen Activities ....................................................................... 3

Supplies used for managing parking structures: .......................................................................... 4

Planning for Kaizen Event ............................................................................................................ 4

Kaizen Event: Campus Event Planning ......................................................................................... 4

Findings ............................................................................................................................... 5

Recommendations .............................................................................................................. 5

New Process ........................................................................................................................ 5

Minor adjustments during next events ....................................................................................... 5

Measures of Success ........................................................................................................... 6

Final Steps .......................................................................................................................... 7

Glossary ............................................................................................................................... 8

Appendix A .......................................................................................................................... 9

Red Tag Form ............................................................................................................................... 9

Appendix B ........................................................................................................................ 10

Headquarters before Kaizen Event ............................................................................................ 10

Appendix C ........................................................................................................................ 11

Overall High Level Timeline........................................................................................................ 11

Appendix D ........................................................................................................................ 12

Headquarters after Kaizen Event “New Process” ...................................................................... 12

Appendix E ........................................................................................................................ 13

New Re-design of the Special Events Headquarters .................................................................. 13

Appendix F ........................................................................................................................ 14

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Background

There are approximately 130 events that require staff to manage the parking lots on campus each year. Transportation Services, Special Events unit wanted to do a better job of satisfying the customers impacted by the events and at the same time establish effective techniques to minimize event preparation. Creation of a safe and efficient work environment that provides employee satisfaction was a desired outcome of this project.

Transportation Services schedules LTE and permanent staffs to manage the parking facilities on each event day. Too much time was spent scrambling for equipment and supplies that were not readily available in unit space. When the equipment was not properly returned to its location it made it hard to find for the next event. At times, supplies were already taken by other units without the knowledge of Special Events staff. These factors contributed to excessive time spent preparing for events. At the beginning of the project, Fleet cars were used by the staff to transport supplies and hold materials while waiting for patrons to arrive for events.

The project team was formed at the request of Gordy Graham, Associate Director of Transportation Services. The project was led by Kim Henderson, Manager of Special Events, with the majority of team members from her staff, but also including staff from outside her area. The project team goals included the following:

Reduce number of minutes required to prepare for event Reduce time lost due to equipment not ready or broken

Enhance employee satisfaction so they are prepared to manage the parking lot Reduce the time required to reset the headquarters space after multi-day events Reduce the time to load vehicles and set up at lots Increase on-time percentage to begin managing the lot Deliver recommendations on long-term space usage

Current State Process and Kaizen Activities

Several video recordings were completed over two weeks to document how staff interacted within the existing process. The team also:

Reviewed all supplies used during Special Events

Reviewed the video and documented spaghetti diagrams of current processes

Created a method for regular review of physical supplies

Ensured that mechanisms for incorporating feedback and suggestions continue to function

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Supplies used for managing parking structures:

Portable Lot Signs These were signs used to direct visitors to which parking structure and display the price.

Space to store off-season supplies An outside fenced area located on the first floor of Lot 29 serves as the extended storage area for off-season supplies.

Space used to store current-season supplies – “Headquarters”

This is defined as the space in room 1200 at 21 N. Park Street of the Transportation Services office used for staging supplies.

Excess supplies no longer required Any supplies not active during a full season of events were recycled or disposed of. This cleaned up the active work area.

Planning for Kaizen Event

Planning for the Kaizen started in November of 2012. The charter was approved and team members selected in December. The last week in January was selected as the ideal time to conduct the Kaizen, as it was the only time available to restructure the headquarters space without interfering with athletic event schedules.

The original desire by the department was to have a more organized Special Events Headquarters location at 21 North Park Street and to be able to facilitate the management of event preparation. The storage was intended to hold supplies needed for events and an area to park vehicles while loading them for an event. Storing items in specific locations would minimize the pre-event time needed to inventory supplies, load vehicles and transport signage to the appropriate lots/structures.

Kaizen Event: Campus Event Planning

The team started on Monday, January 28, 2013 by reviewing current state and then moving into the “Red Tag” (appendix A) inventory of equipment and supplies. This technic was used to identify which supplies would stay and which would be moved to storage or disposed of. Some supplies were also identified as specific to an athletic season. One of the first steps in the process was to remove all unnecessary supplies and equipment from the active work area. The first picture in appendix B represents excessive supplies not needed. The clean-up process also provided an opportunity to identify and fix broken equipment.

They also developed a list of what was working well that they wanted to incorporate into the future design. The team spent the second day of the event designing for both short-term and long-term reconfiguration of the existing space. This included design how each supply item should be stored in each locker space and visual indicators to help confirm when supplies are not placed back into proper location.

The long-term planning consisted of physical layout conceptual designs that outlined workflow in and out of the headquarters location. Four different design ideas were generated by the team and used during the discussion with the project manager from space management and designer.

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Findings

The following findings were identified during the Kaizen activities:

1. Older and unused equipment existed in current work area.

2. Bottlenecks existed in space due to all staff loading the cars at the same time.

3. When equipment was not being used it was often not returned to the proper storage location.

4. Old and non-functioning equipment was stored with current-season active supplies.

Recommendations

As an output of the analysis of existing process the team drafted the following recommendations:

1. Removal of all unused or broken equipment and supplies.

2. Removal of office cubes to open up work space area.

3. Rebuild temporary storage locker space:

Use black and red duct tape to separate lines Create hooks on wall to hold bags Design and mount straps to hold boards in upright position

4. Place desk in center of room for supervisor check in.

5. Create counting stations in back room to provide working surface after shifts.

6. Provide structure and organization so that supplies and equipment are returned to proper storage location after events.

7. Follow up with staff when they do not properly return items in correct location.

New Process

Minor adjustments during next events

Special events were held only 2 days after the Kaizen event, with new procedures reflective of the recommendations above in place. Staff and supervisors were made aware of the new procedures. Very little formal training was required as the design was laid out with physical constraints and signs to show staff what to expect. See appendix D and E for pictures of new short and long-term spaces.

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Measures of Success

A limited number of measurement data points were gathered starting in early January and continued into March 2013. These data points are leading indicators of how the process has changed after the improvements have been put into place. One indicator was the time staff takes to reset the headquarters space before the next managed event occurs. This time and the average setup time were reduced. One area that increased was the time to prepare for an event. This increase in time was based on a limited dataset and has a high degree of variability. A larger data collection plan should be implemented to continue to monitor these improvements on a regular basis.

Table 1. Comparison of measurements Before (mins.) After (mins.) Average time to reset the headquarter space 29 22 Average time to setup before an event 16 10 Average time to load vehicles before an event n/a 7 Average time to prepare before an event 18 54

Several weeks after the new process was established, the staff completed a post-improvement survey on the new process. Those results were compared to the same satisfaction survey conducted prior to any process improvement changes. The satisfaction with the process rose from 50% to 100% of participants. The physical comfort with the work space increased from 46.7% to 90.5%, also indicating improvement. A breakdown of demographics from before and after improvements surveys are listed in Appendix F. A broader list of questions including results is listed below:

Table 2.

Selected Survey Question Baseline After

I am satisfied with the current processes utilized in event set-up 50.0% 100.0%

Documentation and equipment are easily accessible when doing event set-up 73.3% 95.2%

I feel stressed when conducting event set-up 26.7% 9.5%

The Special Events Headquarters is well maintained. 60.0% 81.0%

The Special Events Headquarters is a physically comfortable place to work 46.7% 90.5%

Special Events tools and equipment are well maintained 20.0% 52.4%

I have control over processes I use during event set-up 40% 61.9%

The staff survey and manual data collection were the primary tools used to measure the performance of the process after improvements. A couple of original goals were not measured and should be incorporated into future monitoring plans. These are time lost due to equipment not ready or broken and the percentage of staff at the events on-time to start managing the space.

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Final Steps

Several short and long-term performance indicators can be captured to demonstrate the benefits of this project. A key recognition of progress was the question related to satisfaction level in current processes. The satisfaction level with current process used for event set-up increased from 50% to 100%. The redesigned space has allowed staff to easily find when items are missing or broken. The survey feedback indicated that staff agreed that better control now exists for in/out flow during preparation for each event. A supporting quote from the staff after the improvements is “The new layout of headquarters is much improved and I'm looking forward to the upcoming improvements.” One recommendation that was not implemented was the addition of a third external door out of the Transportation Services location at 21 North Park Street. The space management team conducted an assessment of cost and it was decided to delay this improvement to future year.

The Transportation Special Events unit will continue to monitor feedback on an annual basis and conduct assessment of any major remodeling changes in the future. Management team has committed to conducting annual staff satisfaction survey that includes activities related to managing parking structures for events.

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Glossary

APR Administrative Process Redesign (APR) provides the UW-Madison campus

with a framework for efficiency and process improvement. It was initiated in response to tighter administrative budgets, pending staff retirements and on-going technological changes.

Event This can be any type of large group activity on campus that requires management of parking structures. Visitors pay for parking stall and are managed by staff to allow visitors in and out of structures. The majority of these events are in conjunction with athletic department. (Ex. Football or basketball games).

Off-Season This reference the time of the year that the major events are not conducting games. (Ex. Basketball doesn’t have scheduled games during the summer).

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Appendix A

Red Tag Form

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Appendix B

Headquarters before Kaizen Event

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Appendix C

Overall High Level Timeline

The team had meetings starting late October with a high level focus looking a variety of items that impact the ability for the Special Events Team to provide services to manage parking lots during campus events. These early meetings were held without involvement of APR team.

On November 29, 2012, Jim and Kim Henderson discuss the proposed project for the first time.

On December 13, 2012 a meeting was held with Gordy, Patrick, Alice and Kim to review charters and approach.

On December 14, 2012 meeting with team to review new charter approach and planning phase.

On December 18, 2012 Patrick signed off on the charter. Another team meeting occurred to understand current state and look at data that is available to support the process.

On January 8, 2014 3rd team meeting and continued to work on measurements and understanding the existing process.

On January 16, 2013 team meeting with introduction to physical plant space designer assigned to the team.

On January 23, 2013 team meeting with training on 5S and Kaizen event activities.

On January 25, 2013 four workstation cubicles were removed from transportation services at 21 N. Park Street offices

On January 28 and 29, 2013 the team pulled together for full 2 day Kaizen to understanding of current process, 5S and implementation of short-term improvements.

On January 31, 2013 first event to test out the new process.

Month of February 2013 was used to collect feedback and data on how the new process is working.

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Appendix D

Headquarters after Kaizen Event “New Process”

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Appendix E

New Re-design of the Special Events Headquarters

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Appendix F

The demographic breakdown of the surveys conducted is the following:

Answer Choices – What is your gender? Baseline After Improvement

Female 8 - 53.33% 12 – 57.14%

Male 7 - 46.67% 9 – 42.86%

Total 15 21

Answer Choices – How long have you been employed?

Baseline After Improvement

Less than 1 year 13.33%

2

4.76%

1

1 - 3 years 40%

6

47.62%

10

4 - 6 years 26.67%

4

28.57%

6

7 - 10 years 6.67%

1

14.29%

3

more than 10 years 13.33%

2

4.76%

1

Total 15 21

Transportation Services Campus Event Preparation

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