The 5-day Lean Event Mark Robinson, The University of St Andrews

Numbers

The University n Motto –AIEN ARISTEUEIN ‘Ever to be the Best’ n Tradition –Scotland's first university and the third oldest in the English speaking world –600 years old (almost) n Teaching and Research –One of Europe's leading and most distinctive centres for teaching and research –Doing well in lots of rankings

Our approach to Lean n ‘Can do’ n Focus on working with Service Units –Core processes to enable Teaching, Learning and Research –Customer Service, Quality, Efficiency n Embed Lean –‘Lean’ is how we do things around here –It’s everyone’s job to improve everything n Lean Team works itself out of a job

How we do it 8 Step Process

Request n An area of potential work is identified –By frontline staff, managers, students, …. –Raise issue with Lean Team –1 to 2 hours –Discuss feasibility n The process concerned will not be broken n Evolved to where it is now

Scope n Goals, project team and resources agreed –3 to 4 staff Process owner/s Key stakeholder/s –Half a day –Outcomes: Goals Deadline Resourcing Who

Plan n Project Team reviews goals & agrees approach –Half a day –Outcomes: Goals finalised Data gathering and stakeholder consultation identified How long When Where

Train n All project team members, incl. those ‘on call’ –Half day (before Redesign) –Cover: History of Lean 2 Fundamentals, 5 Principles, 8 Wastes Some key Lean tools Successes What will happen during Redesign

Redesign Part 1 n Map how things are done at the moment –Paper, pens and post-its n Review data about the current process –Volumes, timings n Generate and analyse ideas about how things could be done –Pens and post-its –No conferring –Cluster –Analysis

Redesign Part 2 n Design a new process –Paper, pens and post-its –Ideal process –Interim process n Create an action plan to ensure the new process is put in place –Excel n Project team presents the new process –Co-workers –Management

Redesign Part 3 n Working with the right people, the right information and with the authority to act n Asking lots of questions - 5 Whys? n Two heads better than one n Having fun!

Implement n New process put in place –All or part may happen during Redesign –Ideally, the new world begins immediately –Actually, takes time: days, weeks or months –Perseverance

Review n Lean maintains a management role –Momentum stalls –Reverse gear n Progress is monitored –Regular meetings with Project Team 2 to 3 hours 2 weeks, then monthly until new processes proven –Maintain enthusiasm –Maintain momentum –Deal with issues immediately

Feedback n With Project Team n Project ‘signed off’ n How was it for you? –How can Lean improve? n Anything else we can do for you?

8 Step Process 1.Request 2.Scope 3.Plan 4.Train 5.Redesign 6.Implement 7.Review 8.Feedback

Challenges n Perceptions of Lean –Staff and management buy-in –Convincing academics –Link between Lean and staff and cost savings n Ownership/Direction –Ownership of cross-functional processes –Strategic alignment n Easy to get the benefits of some Lean tools, but it takes unshakeable management commitment and hard work over an extended time to start to become truly Lean

Successes Part 1 n 23 x 5, 9 x 4 and 15 x 3 day events n Better service to Students –Status Letters –Library Services –Society Formation –Self Certification of Absence n Simpler administration for staff –Gift processing –Finance processes e.g. Cash Handling Policy, AP, Sales Invoicing –Casual staff contracts –Estates job tracking

Successes Part 2 n Focus on improving Service Unit processes –Efficiency –Effectiveness n Embed Lean –Bringing staff closer together –Breaking down silos More time to do the important stuff

‘He that will not apply new remedies must expect new evils’ - Francis Bacon