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Lean University The Skinny On Getting Lean CACUBO 2005

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Title: Lean University The Skinny On Getting Lean CACUBO 2005


1
Lean UniversityThe Skinny On Getting
LeanCACUBO 2005
2
Introductions
  • Steve Kreidler is the executive vice president at
    the University of Central Oklahoma
    (www.ucok.edu), a master's degree granting
    university with 15,950 students. Kreidler is
    responsible for administrative duties including
    budget, human resources, physical plant, legal,
    accounting, purchasing, public safety, and fund
    development. He brought the Lean concept to the
    university from his prior career working to help
    improve the profitability of corporations in
    Oklahoma and adapted the principles to meet the
    needs of the academic environment.

3
Introductions
  • Mark Nash is a managing director with Argent
    Global Services, a process engineering and
    management consulting firm specializing in
    productivity improvement, quality control, and
    cost reduction strategies for a variety of
    industries. Argent and UCO partnered to create
    The Lean University to great success. Argent's
    customers range from Johns Hopkins and Zenith to
    Dayton Tire and Tinker Air Force Base.

4
Agenda
  • Why Did UCO Need To Get Lean? 15 minutes
  • Set Up Lean Simulation 5 minutes
  • Dynamics of Lean University/ Simulation In
    Process 15 minutes
  • End Simulation and Get Results 5 minutes
  • Implementation of Lean University 15 minutes
  • Q A 5 minutes

5
UCO Overview
Snapshot
  • The University of Central Oklahoma is ranked
    among the top 5 of universities across the US by
    number of students enrolled. UCOs current
    enrollment is 15,950 students.
  • Originally a Normal school, UCO has grown to 5
    colleges, a sizable graduate college, and has
    students from all 77 counties in Oklahoma, all 50
    States, and 84 foreign countries.
  • 16 of all college degrees in Oklahoma are
    granted by UCO. For FY 05 UCO granted over 2,500
    bachelors and masters degrees.

6
UCO Overview UCO Student Demographics
  • 67 are full time students
  • 72 are under the age of 25
  • In the past five years, the fastest growing
    portion of the student population is the 20 and
    under group
  • UCO is ethnically diverse over the past five
    years
  • African-American enrollment is up 32
  • American-Indian enrollment is up 41
  • Hispanic enrollment is up 30

7
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11
UCO Overview UCO Growth
Pattern
Fall Semester Enrollment
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
1891 1901 1911 1921 1931
1941 1951 1961 1971 1981
1991 2001
12
State Appropriations History
State Appropriations/FTE
13
State Appropriations History Gap in /FTE
UCO Compared to Regionals and OU/OSU
  • UCO receives 20 less State appropriation
    (915/student FTE) than the average of the
    regional universities in Oklahoma. The funding
    gap is 10,465,000 per year.
  • UCO receives 32.5 (1,717) per student FTE less
    than the comprehensive universities.

14
The Set Up For Getting Lean(Or, OK, Now Im
Really Ticked Off)
  • FY 02 Headcount 14,741
  • FY 06 Headcount 15,953 1,212
  • FY 02 FTE 10,995
  • FY 06 FTE 12,297 1,302
  • FY 02 State Allocation 46,292,366
  • FY 06 State Allocation 45,408,297 lt884,069gt

15
UCO Overview
16
Lean University
  • Operating System We are problem solvers
  • Basic Human Values govern our actions
  • Civility
  • Respect
  • Inclusiveness
  • Integrity The Light of Day Rule
  • Public-Private partnership
  • Using the knowledge of the university
  • Leveraging private sector world-class practices

17
Workplace Expectations
  • Timely response to contacts
  • Timely resolutions to problems and opportunities
  • Communication and training are our responsibility
  • Empower our customers to do more
  • Quality customer value

18
Paths To Success
  • Reduce red tape
  • Simple to navigate, few moving parts
  • Clear rules and regulations
  • Create processes that reduce crisis management
  • Strategic partners in every endeavor
  • Long range and scenario planning
  • Leadership development
  • Cross training

19
Words To Live By
  • Do not believe that it is very much of an
    advance to do the unnecessary three times as
    fast
  • Peter Drucker
  • Bureaucracy defends the status quo long past the
    time when the quo has lost its status
  • Laurence Peter

20
Some Books That Helped Us Along the Way
  • The Agenda

Good to Great
Execution
By Michael Hammer
By Jim Collins
  • By Larry Bossidy,
  • Ram Charan

21
Some Books That Helped Us Along the Way
Leadership On The Line
Execution
By Ronald Heifetz, Marty Linsky
  • By James Womack, Daniel Jones

22
Four Stages of the Lean University
  • Opportunity Identification
  • Solution Design
  • Implementation
  • Continuous Improvement

23
And Along Came AQIP
  • Academic Quality Improvement Project
  • UCO decision to follow AQIP path for NCA based
    upon 10 year accreditation
  • Lean University begins within Administration and
    moves to all areas of campus as part of our
    quality initiatives.

24
Opportunity Identification
  • Campus wide diagnostic through direct customer
    meetings with over 200 personnel and students

25
Solution Design
  • Concepts Training
  • Define Processes (as opposed to departments)
  • Value Stream Mapping
  • Assess customer needs for each process
  • Benchmark current and best practices, then adopt
    and adapt
  • Implementation

26
Start Lean SimulationNeed Volunteers
27
Defining Lean
  • A systematic approach to identifying and
    eliminating waste through continuous improvement
    by flowing the product or service at the pull of
    the customer in pursuit of perfection.

28
The Origins of Lean
  • World War II
  • Dr. W. Edwards Deming
  • Taiichi Ono
  • Shigeo Shingo
  • Toyota Motor Company
  • Georgetown, Kentucky

29
The Eight Wastes of Lean
  • Overproduction
  • Excess Inventory
  • Excess/Unnecessary Travel
  • Unnecessary Processing
  • Waiting
  • Excess Motion
  • Defects
  • Under-utilized People

30
Eight Wastes
  • Excess Inventory
  • Any supply in excess of a one-piece flow through
    your manufacturing process
  • More forms than you need
  • Surplus parts
  • Excess office supplies
  • Defects
  • Causes of defects
  • Weak process control
  • Poor quality
  • Inadequate education, training, or work
    instructions

31
Eight Wastes
  • Processing Waste
  • Effort that adds no value to the product or
    service from the customers viewpoint
  • Product changes without process changes
  • Just-in-case logic
  • Lack of communication
  • Redundant approvals
  • Extra copies or excessive information
  • Waiting
  • Waiting for what?
  • Anything!

32
Eight Wastes
  • People Waste
  • The waste of not using peoples mental, creative,
    and physical abilities
  • Old guard thinking, politics, the business
    culture
  • Poor hiring practices
  • Low or no investment in training
  • Low pay, high turnover strategy
  • Motion Waste
  • Any movement of people or machines that does not
    add value to the product or service
  • Inconsistent work methods
  • Unfavorable facility or cell layout
  • Poor workplace organization and housekeeping
  • Extra busy movements while waiting

33
Eight Wastes
  • Overproduction
  • Making more than is required by the next process
  • Making earlier than is required by the next
    process
  • Making faster than is required by the next
    process
  • Just-in-case logic
  • Long process setup
  • Unlevel scheduling
  • Unbalanced workload
  • Excess Travel
  • Transporting people, paper, parts and materials
    around the campus
  • Poor layout
  • Poor understanding of the process flow for
    production
  • Large batch sizes, long lead times, and off- site
    areas

34
The Lean Toolbox
35
Value Stream Mapping Current State
  • Old Process - Flowchart

36
Value Stream Mapping Current State
  • New Process - Flowchart

37
Visual Controls
  • Simple signals that provide an immediate
    understanding of a situation or condition. They
    are efficient, self-regulating, and
    worker-managed.
  • Examples
  • Kanban cards
  • Color-coded dies, tools, pallets
  • Lines on the floor to delineate storage areas,
    walkways, work areas, etc.
  • Andon lights

38
Standardized Work
  • Tasks safely carried out with all tasks organized
    in the best known sequence, and using the most
    effective combination of these resources
  • People
  • Materials
  • Methods
  • Machines

Doing the same thing the same way every single
time!
39
Efficiency I versus We
  • The Individual Approach
  • Employees working at different speeds
  • Lots of queuing time
  • Often batch and island thinking takes over
  • Difficult to keep the process on track
  • The Team Approach
  • Employees process similar amounts of work at
    similar speed
  • No/Low queuing times
  • Team mentality focuses on completing the work
    for the customer

40
Continuous Flow
  • The process of completely finishing one piece or
    item of the
  • product or service, in process step order, before
    beginning the
  • task of adding value to another item or
    occurrence
  • Why?
  • Eliminates double handling of paperwork,
    materials, etc.
  • Maintains the quality focus on the current
    customer until they are satisfied.
  • Reduces the amount of In-Process work
  • Provides an environment that is both user and
    customer friendly

41
End of Simulation
42
Before
43
After
44
Implementation
  • Pilot Project
  • Work order system
  • Incredible success
  • Phased Rollout with parallel tracks
  • Facilities Management
  • Work order system, key control, motor pool
  • Administrative Services
  • Bids and contracts, crisis management, ID card,
    and hiring all underway
  • Admissions
  • International student admissions and enrollment

45
Implementation
  • Techniques and Tools
  • Quality Concepts
  • Lean Enterprise Concepts
  • Employee Involvement
  • Kaizen Events
  • Focused Improvement Efforts
  • Five Day Duration
  • Continuous Improvement

46
Pilot Project Results Work Order
System
Current State
47
Pilot Project Results Work Order
System
Future State
48
Tangible Results
  • Before
  • 3,000 open work orders
  • Some more than 1 year old
  • Non-emergency work average of 6 months response
    time
  • 28 touches of paperwork from customer initiation
    to completion of job

49
Tangible Results Event
Scorecard
50
Tangible Results
  • After
  • Now at 300 open work orders
  • Average response time to completion of all jobs
    under 3 days
  • Most work orders completed day of request
  • Only 5 touches of paper!

51
Tangible Results
  • After
  • Saved 6,750 work hours per year, about 75,000
    worth of labor redirected
  • Eliminated one job in front office which was
    moved to HR
  • Extremely satisfied customers our 1 service in
    Administrative Services today

52
Motor Pool Before Lean
53
Motor Pool After 5S
54
International Admissions
  • International Graduate College Application
    Process
  • Before Lean
  • Most recent full-year application cycle completed
  • 179 International graduate student applications
  • 82 International graduate students accepted
  • Takt Time 10.9 hours per application
  • One every 1.36 days
  • This is how often a decision must be reached on
    an application

55
International Admissions
  • Before Lean
  • Process Lead Time is 68.9 days
  • Total Work Content Time is 6.5 hours
  • 18 different letters are generated
  • Copied and filed at 2-4 locations
  • Successful student will receive 11 different
    letters
  • Travel path of application on campus is 7,096 ft.
  • Application packet handed-off 17 times

56
Tangible Results
International Admissions Event Scorecard
57
What Went Wrong With International Admissions
Lean Process
  • Did not successfully redefine processes over
    departments
  • Did not get agreement from the top of the two VP
    divisions on the true customer needs for service
    improvement
  • Personal antipathy between director of the
    Graduate Office and the Director of International
    Office scuttled the agreed upon work of their
    employees, who DID agree on solutions

58
Extreme Success
  • Work Order System
  • Purchasing
  • HR/Hiring
  • Financial Aid/Bursar office merger

59
On Deck
  • Merger of Admissions, Advisement, Recruitment,
    Financial Aid/Bursar into new Enrollment
    Management office
  • Capital projects process (AE, Budget, Board of
    Regents of Oklahoma Colleges, Oklahoma State
    Regents for Higher Education, State Legislature,
    Office of State Finance, Department of Central
    Services, and some more friends along the road)

60
Closing
  • Questions
  • Comments
  • Etc.
  • Etc.
  • http//administration.ucok.edu/admin/vp_present.ht
    m
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