University of St Andrews Lean in St Andrews: 3 years on 29 March 2010.
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University of St Andrews
Lean in St Andrews: Lean in St Andrews: 3 years on3 years on
29 March 2010
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University of St Andrews
AgendaAgenda
• What was the problem?
• What we’ve done
• What’s next?
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University of St Andrews
The goal…….The goal…….• Need to achieve more with less in the face of
– Increasing customer demands– Pressure on funding
• Need to improve working culture– Voice of academia in support issues– Professional services needed to stand up– Challenge reverential view of the past
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University of St Andrews
The problem……The problem……
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University of St Andrews
What is Lean ?What is Lean ?• Lean manufacturing
– Getting it right first time, everytime• Measure and understand• Elimination of Waste
– Duplication, error, loss or no value• Focus on customer need
– Ignoring organisational silos– End to end process reviews
• Continuous improvement
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University of St Andrews
Lean is not…..Lean is not…..
• just business process review– but a framework for culture change
• a computer programme or about IT• a silver bullet
– quick fix – rapid cost cutter
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University of St Andrews
How we did itHow we did it• Clear focussed leadership essential
– Focus on long term improvement– Recognise the challenge to manager behaviour
• Built an internal team – External resource to fit
• Approaches need to be tailored– HE sector very diverse– Governance very different
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University of St Andrews
ProcessProcess• Identify area• Scope and set ‘pant wetting’ target• Gather data to understand the current process• Blitz
– Map current process, identify waste– Redesign the process without the waste
• Implement solution• Re-measure and review• Start again!
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University of St Andrews
Ongoing ResourcesOngoing Resources
• Two full-time members of ‘Lean team’
• Pump priming money• Time from staff• Dedicated space
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University of St Andrews
ChallengesChallenges• Being ‘Leaned’ seen as a punishment• Quantifying the intangible (our service can’t
be measured)• Identification of failure seen as criticism of
past (or existing management!)• Perception of removing or down grading jobs• Time intensive- results in short term backlogs• Unclear incentives for getting engaged • Embedding culture change
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University of St Andrews
BenefitsBenefitsDays taken / Days released
0
200
400
600
800
1000
1200
1400
1600
1800
2000
2006-2007 2008 2009
Year
One-off staff daystaken
Recurring staff daysreleased
Staff Days
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University of St Andrews
Notable SuccessesNotable SuccessesTravel service
– sales Feb 09- £22k, Feb 10-£68k– same resource base
Library Cataloguing & Re-shelving– 10 weeks to 2 days– 3 months to 4 hours
.
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University of St Andrews
Notable SuccessesNotable SuccessesStudent Confirmation Letters
– 10 days to 2 minutes– Now self-service on-line
Student absence management– 5 staff keying 10,000+ forms – GONE!– Now self-service on-line– No change in absence patterns
Finance processing– Bank ‘Recs’- 3 days to 1day per month– Adhoc payments 20 per hour to 60 per hour
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University of St Andrews
What do we need to do now?What do we need to do now?• Accept that times will get tougher• Extend to all areas
– Strongest resistance in areas of most need• Improve measurement of progress
– People need evidence of their achievement• Move from engagement to commitment• Land the cultural change
– from “we’ve been Leaned” to “it’s the way we do things here”
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University of St Andrews
SummarySummary• Beware of the blockers
– Including the passive ones• Get the scope for review right
– Ignore the silos• Lean is not a quick cost cutter or an easy fix• Lean will give you:
– Customer focussed services– Engaged and motivated staff– Challenge to management practice and requirements– Higher standards– Efficient and effective processes with results that
matter
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University of St Andrews
ContactsContacts
Derek Watson Quaestor and Factor [email protected]
Heidi Fraser-KraussDirector of Business [email protected]