Herhold 2007 CACUBO Presentation (1)

8/3/2019 Herhold 2007 CACUBO Presentation (1)

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ISMPThe Institute For Strategic

Management PracticesOrganizational excellence throughevidence-based solutions

Copyright 2007 ISMP.

How to Prepare a Best

Practice Proposal

Presented by:Rob Herhold

[email protected]





2

How to “spot” a best practice

What are the key considerations for

describing your best practiceWhat types of data and information

should be included in your bestpractice proposal

What is an effective writing style forconveying your best practice

Agenda






How to “Spot” aBest Practice

Characteristics and Attributes


http://slidepdf.com/reader/full/herhold-2007-cacubo-presentation-1 4/29ISMPThe Institute For Strategic


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Unique process/service/system orapproach

Unique application of technology

Something that would be of high value toother organizations

Comparisons show that process/service/system is achieving high levels ofperformance in key areas of importance

How to “spot” a best practiceBest Practices Characteristics


http://slidepdf.com/reader/full/herhold-2007-cacubo-presentation-1 5/29ISMP

The Institute For StrategicManagement PracticesOrganizational excellence through

evidence-based solutions

5

Process/service/system successfullyaddresses systemic issues or problems

Process/service/system demonstrates

multiple cycles of improvement Is sought after or emulated by other

organizations

Is a core competency

How to “spot” a best practiceBest Practices Characteristics





6

Approach is reliable and repeatable

Approach is well deployed

Approach is measured in key areas ofimportance and is a high performer: Efficiency

Cycle time

Timeliness

Quality Compliance

Satisfaction

Quality of campus life

Innovation

How to “spot” a best practiceBest Practices Attributes





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Measure of output that a practice produces in relation

to costs:

Ratio of hours worked to number of requests processed

Economic value-added

Ratio of buyer hours worked to number of contracts placedwith suppliers

Process/service/labor cost versus total costs

Supplier cost as a percent of total costs

Resources expected to be or actually

consumed versus projections





8

Measure of time between a student, faculty, staff, and

other customers’ request and delivery of the

product/service to the customer:

Average number of days to place a purchase contract with

vendors Average time to fill open position

Wait times

Order request to fill date

Time to fill a request

Average time to respond to a complaint

Days in accounts receivables





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Measure of success in meeting a student, faculty, staff,

and other customer’s delivery commitment:

Percentage of contracts placed in time to meet requirements

Information system up-time Payments on time

On-time delivery of any product/service/system





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Measure of conformance, defects or errors to faculty,

staff, students and other key stakeholder requirements or expectations, or the degree to which services conform to

requirements, standards, specifications, or expectations.

The key element of quality that distinguishes it from

effectiveness is that this measure focuses on quality

attributes. A quality attribute is a specific quality

characteristic for which the service is designed, built or tested to:

Number/types of complaints

Defect rates

Rework rates

Errors in lines of code (software development)

Campus store warranty claims

Missed opportunity

Staff training effectiveness





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Measure of success in meeting student, faculty and

other customers’ commitments:

Percentage of contracts meeting all requirements

Audit findings

Regulatory compliance Meeting required skills/competencies/accreditation/licensure

Following policies and procedures

“Green” foot print





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Measure of success in creating perceived value for

students, faculty, staff, and other key customers’:

Satisfaction/dissatisfaction

Loyalty

Repurchase intention Relationship building

Would recommend

Professionalism

Caring

Access

Availability

Knowledgeable





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Measure of the human aspects of the process/service/ system:

Safety

Ergonomics

Training offerings

Community involvement

Mentoring and coaching

Teamwork and participation

Partnership and collaborations

Work/campus environment





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Measure of applying creativity:

New process/service/system introductions

Improvements employed

New technology

Suggestions made





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Process/service/system is proactiveversus reactive

Process/service/system is aligned to other

processes/services/systems and supportsorganizational goal attainment

Use of systematic improvements methodsthat may include benchmarking that were

used to develop a best practice

How to “spot” a best practiceBest Practices Attributes






What are the KeyConsiderations forDescribing your

Best Practice

Data and Information





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Title of process/service/system Provides scope and boundaries for discussion

For processes and services, identify in action-

based terms (e.g., manage… perform… develop…create… determine… etc.)

What are the key considerations fordescribing your best practice






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Who are the key customers Students

Parents

Faculty

Staff Community

Legislators

What are the key customer requirements,needs, expectations Time Efficiency

Access

Reliability

Conformance







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What are the key deliverables What do customers get out of the

process/service/system

These are specific deliverables that the process/service/system was design to produce







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Who participates in delivering theprocess/service/system Listing of key participants

May include volunteers, suppliers and others thatassist in achieving the desired deliverables







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What are the key steps for theprocess/service/system Tasks and activities that are performed to create

the deliverables Information flows

Use of technology

Outsourcing

Physical layout or flow







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What method was used to create the bestpractice Plan, do, check, act

Continuous quality improvement Six sigma / Lean

Kaizen







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What comparisons and benchmarks whereused to assist in the improvement Site sources

May be process data or result data Were there any third parties involved

Collaborations

Consultants

Professional forums








What is an EffectiveWriting Style ForConveying Your

Best Practice

Presentation of A Best Practice





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Introduction: Title of the process/service/system

Brief description of the origin of the bestpractice (linkage to areas of importance)

Demonstrate what are the potential results



The Copy Paper Order and Delivery System In November of 2005; supply chain management was identified as an area of opportunity forimprovement during the Administration Division strategic planning session. Through cost, availability,and other analyses, a high-value opportunity was identified for purchasing/supply chain in the are ofMRO (Maintenance, Repair and Operating supplies). This became known as, The Copy Paper Orderand Delivery System…

Analysis of the opportunity indicated the following potential gains:

Reduce the inventory cost by $8000.00 annually.

Reduce the space required to store paper by 400 Sq. Ft.

Reduce replenish time by 95%.

Annual cost avoidance of $5000.00.

Be ”Green”.

Wh i ff i i i l f





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Describe the best practice: Describe what the practice is and how you got

there



A team was charted to develop the best practice. Customer requirements were identified…

The Plan, Do, Check, Act process was used for developing the best practice…

The team “walked the process” for creating better understanding…

An “as-is process map was created…

A process cost analysis was conducted and indicated that the cost to replenish, stock, and issue oneitem, one time was $79.91…

Benchmarking was used for determining how others address similar issues…

Root cause analysis was conducted using “five why’s” and fishbone diagrams… Problems were alsodocumented from staff and faculty…

A “to-be” process map was developed…

A pilot was conducted and full implementation…

Wh t i ff ti iti t l f





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Results: What was accomplished



Measure of success…

Freed up 392 Sq. Ft.

Removed 12 types of seldom used paper Recycled 37 cases of OLD paper

Removed 16 non-value added steps

Eliminated 5 handoffs

Reduced cycle time by 99% (from 17.5 days to 3 hours)

Generated $21,000.00 in cost avoidances

Reduced cost per transaction by 77%

Other benefits

Well-defined drop points and storage areas

Users no longer need to order paper

Budget accuracy for paper

Improved staff and faculty satisfaction with process (comments and satisfaction rating)

Awards and Publications

Any citations or writings that help confirm the best practice

Wh t th k id ti f





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Considerations: Write in “third person”

Use graphics to pictorialize the approach andresults obtained

Limit use of acronyms

Provide contact information for learning more







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Closing RemarksQuestions

&

Answers

Herhold 2007 CACUBO Presentation (1)

Documents

Transcript of Herhold 2007 CACUBO Presentation (1)