Amanda Tudor Career Development Director of Career Development Student Development Funding

All slides originally developed and supported by William Peterson, LeanBP.com

Mission The Office of Career Development strives to open doors for Berea’s students by offering education and support as our students look beyond graduation. Career Development offers resources to help our students pursue both academic and professional opportunities as they forward from Berea. Vision Reduce the time spent on administrative duties by 50% to allow Career Development Staff the opportunity to better serve their stated mission with a target date for implementation on September 2017.

SIPOC Suppliers Inputs Policies Outputs Customers ARF Student Applicants Faculty/Advisors Professional shoppers GRE testing instructors Funding, goals, milestones Student applications Recommendations Training for prof. clothing fund Testing skills and guidance Financial Affairs International student tax Financial Aid Funding for Students Reporting to ARF, upper administration Career (next steps) Counseling Students

SWOT Analysis Internal External Strengths Weaknesses Threats Opportunities SWOT Analysis Internal External Dedicated, knowledgeable staff Generous funding Support from administration Applications submitted in large batch Managing student labor contributions Maximize data captured at card swipe Maximize “Handshake” software Capture data for reporting “in process flow” Balance of counseling/admin time 21 day cycle time to process forms at Career Development Lack of ability to enforce student reporting

Gap Analysis Opportunities and Priorities Need to reallocate time spent managing administrative processes to maximize opportunities to counsel students about career and career development opportunities.

Charter Mission – higher mission for alignment Burning platform – Counselors serving process not students! Process Description – From submission of application to distribution of funds. Problem Statement – Counselors/staff working overtime to process forms. Administrative demands negatively effecting student interaction. Sponsor – Amanda Tudor Process Owner – Amanda Tudor Team Lead – Shahwar Ali, Amanda Tudor Facilitator – Brandon Noble, Aaron Beale Team – Amanda Tudor, Shahwar Ali, Brandon Noble, Aaron Beale

Current State

Current State Data Sample

Current State Data Sample

Cause and Effect Diagram Lack Of Org. Focus Inventory Transportation Motion Waiting Defects Overproduction Undesirable Effect Over-processing Filing and re-filing of student folders Excessive WIP caused by 21 day in office processing time. Pulling and re-pulling student folders Funds released without counseling Multiple interactions with applications/student file 8 different application types Students waiting for funds to be released Failure to capture reporting info during process flow Sorting different application types

Action Plan Explore new “Handshake” Software to determine if capable of replacing existing application process. Determine exact reporting requirements of both ARF and the Office of the Academic Dean. Determine requirements for receipts from Finance. Design 1 hour meeting for intake and counseling.

Examples of Lean Countermeasures Used Standard Work: By utilizing the “Handshake” survey function we were able to create a standard method for both applying for and keeping records of dispersed funding. Standard Work 2: Standardized Spreadsheet for all data created and used recording only the necessary data required for reporting and compliance. Cutting Batches: By entering data directly into Handshake during the initial counseling session batches have been eliminated and “one-piece flow” achieved.

Future State

Results Same day approval of funds for students. (Reduced from 21 day average wait!) Standardized electronic database for record keeping. $37,419 Soft savings realized annually by replacing administrative position with additional counselor!

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