University of St Andrews Lean in St Andrews: 3 years on 29 March 2010.
16
University of St Andrews Lean in St Andrews: Lean in St Andrews: 3 years on 3 years on 29 March 2010
-
Upload
jeffrey-nichols -
Category
Documents
-
view
218 -
download
0
description
University of St Andrews 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
Transcript of University of St Andrews Lean in St Andrews: 3 years on 29 March 2010.
University of St Andrews
Lean in St Andrews: Lean in St Andrews: 3 years on3 years on
29 March 2010
University of St Andrews
AgendaAgenda
• What was the problem?
• What we’ve done
• What’s next?
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
University of St Andrews
The problem……The problem……
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
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
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
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!
University of St Andrews
Ongoing ResourcesOngoing Resources
• Two full-time members of ‘Lean team’
• Pump priming money• Time from staff• Dedicated space
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
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
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
.
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
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”
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
University of St Andrews
ContactsContacts
Derek Watson Quaestor and Factor [email protected]
Heidi Fraser-KraussDirector of Business [email protected]
