Process Improvement Advisory Team (PIAT) April 3, 2019

Methodology Team AA Initiatives Execution Process Improvement Advisory Team | PIAT Methodology Incremental Change Process Mapping Written Procedure Communicate the value Team Process Improvement Advisory Team AA Initiatives Administrative Affairs’ Role in the Pipeline Execution # Projects Completed # Projects in Progress Intro Image represents the continuous process improvement program as a whole Explanation of the Image Our methodology informs the way our Process Improvement Team and the larger Administrative Affairs Division communicates and shapes ideas for change The QAIM develops potential solutions for further exploration, and helps facilitate the “creative process” The Process Improvement Team helps refine our project ideas, and decide their precedence, by providing valuable end-user feedback These meetings foster increased inter-departmental communications and create a platform for collaborative opportunity We leverage our in-house experience and talent to execute on our ideas and make them a reality Explanation of the Process We start by identifying opportunities for change We evaluate the resources we have We map out the process, review it with the team, and re-map the process accordingly Finally, we make it “stick” by developing guidelines and spreading awareness of these revised practices

Methodology | Our Motto is: Focus, Simplify and Execute! How can we improve the environment here at UW-Whitewater to better support our students, faculty and staff? How can we optimize the University’s resources by saving time and money? What can we do to best manage our risk, compliance and management systems? These are some of the questions we asked ourselves when we first started the program.

Methodology | Our Goal is: Continuous Incremental Improvement and Respect for Stakeholders Check Act Plan Benefits of the Lean Methodology: Reduces Costs Eliminates Waste Increases Service Capacity Improves Quality Creates a Culture of Continuous Improvement The Cycle Explained The PDCA Cycle is the Lean working structure Plan - Create a plan for change, identifying specifically what you want to change. Define the steps you need to make the change, and predict the results of the change. Do - Carry out the plan in a trial or test environment, on a small scale, under controlled conditions. Check (or study) - Examine the results of your trial. Verify that you’ve improved the process. If you have, consider implementing it on a broader scale. If you haven’t improved the process, go back and try again. Act - Implement the changes you’ve verified on a broader scale. Update the standard operating procedures (SOP) Process as Practice Customer Driven - Lean focuses on increasing customer value, eliminating waste, and optimizing operations. Defines what is valuable to the customer/end user Organizes and improves processes to deliver what is needed with minimal waste Waste – Transportation, Waiting, Overproduction, Defects, Inventory, Movement, Extra Processing

Process Improvement Advisory Team | PIAT The Process Improvement Advisory Team (PIAT) is comprised of Business Managers and Administrative Professionals from: Administration Affairs Academic Affairs College of Business & Economics School of Graduate Studies College of Letters & Sciences College of Arts & Communication College of Liberal & Creative Arts College of Education and Professional Studies Continuing Education Services Library University Foundation The team is facilitated by the Administrative Affairs Division. Document Process “As Is” QAIM Lean Revision Improvement Team Feedback New Process Testing Revision Monitor Overview Our main focus is on incremental change This way, the team can see feasible changes taking place on a consistent basis Because of this, people get invested and the program builds We focus on accomplishing these tasks using the resources we already have (i.e. leveraging existing software and other platforms) The Process Our Quality Assurance Improvement Manager, Alexandra Stokes, begins with process mapping, develop process improvement solutions, communicate the ideas to the PIAT, implement incremental changes to improve our support the campus community Alexandra then solidifies any revisions by “making it official” She supports these initiatives by crafting practice directives and procedures for Admin Affairs Departments The end result is effecting change by reducing time spent on inefficient processes and setting a tangible standard moving forward And then we repeat the process all over again, with different projects!

Process Improvement Advisory Team | Examples from SFSU Monthly Process Improvement Estimated Efficiency Savings Example from SFSU This table summarizes the monthly process improvement estimated efficiency savings (quantified by hours). Since November, these improvement solutions have helped save over 2700 working hours, which is equivalent approximately $238,000. Note: Efficiency is defined as the time made available for higher value tasks such as student focused services.