Mission Our mission is to utilize multimedia to support the college’s marketing and communications initiatives, particularly in enhancing the college’s reputation and in supporting fundraising efforts. Vision Our vision is to allow IMC to expand their opportunities to spread the Berea message over a wider customer base and increase the circle of influence.

Charter Mission – Our mission is to utilize multimedia to support the college’s marketing and communications initiatives, particularly in enhancing the college’s reputation and in supporting fundraising efforts. Burning Platform – IMC is to properly photograph and video record events and subsequently edit/archive all records for communication and marketing as efficiently and with the highest degree of quality possible. Process Description – When receiving an assignment, IMC must begin production by adhering to a standardized pre-production, production, and post-production workflow that guides the proper completion of assignments. Problem Statement – A lack of workflow inhibits the IMC crew from properly complete assignments including preparation for assignments, fulfilling assignments, and proper archiving/sharing of finished products. Sponsor – Derrick Singleton Process Owner – Jay Buckner Team Lead – Jay Buckner Facilitator – Richard Smith, Logan Gardner Team – Anna Joines/Skaggs, Shaniquewa Smith, Micah Yates, Jesse Anderson, Clay Wilburn, Amos Izerimana, Euginiu Prodan, Felicia Johnson, Caleb Coffey, Murtaza Sharifi Logan Gardner, Erin Powers, Jonathon Taylor

Suppliers Inputs Process Outputs Customers SIPOC Suppliers Inputs Process Outputs Customers Schedule requests Plan Job Conduct session Store & edit Produce and share customer deliverable Requests Planning Potential marketing concepts Photo or video for customer Labor hours met Archived historical images and video Development Faculty Staff Students BC Student Labor BC IMC staff Development Media Relations Faculty Staff Students

Hi-Level Process Map Receive job request Schedule event Gather equipment Set equipment at site Edit, store, and supply photographs and video Return equipment to storage area Take down equipment Conduct session

SWOT Analysis Internal External Strengths Weaknesses Opportunities Enthusiastic leadership. High percentage of returning labor students. High demand for services. Quality equipment. Management expertise in media arts Limited storage space. Storage areas are not defined by function. Current storage not designed to be efficient. Lack of Standardized Workflows Internal Strengths Weaknesses Opportunities Threats 5S the photography and storage areas to utilize the existing storage space for the best purpose. Remove clutter. Establish easily understood standard work. Educate the staff on 5S and LEAN fundamentals. Opportunities to spread 5S across entire IMC department. Opportunity to use office 5S. Demand could be greater than capacity. Service could be outsourced. Technology becomes too expensive. Outgrow their space. Shortage of labor. External

Gap Analysis Opportunities and Priorities Lack of space and organization within the IMC studio Develop proper organization within the studio using 5S. Sort Shine Set in order Develop standard work that allows the IMC students and IMC staff to be able to find, use, and return tools quickly and to the proper location. Standardize Visual Work Instructions Sustain Photography Studio Area Video Editing Area

Before and After

Picture of Storage Space with Labels

Picture of Standard Work

Picture of Audit

Report Out Notes Sorting process eliminated obsolete equipment. Standard work encouraged students to take more responsibility within the workplace. Students took pride in their workplace because of the cleanliness and organization. Quality of student labor improved. Safety improved because clutter was removed. Organizations brought efficiency in gathering and returning equipment. Production efficiency improved due to standardized workflow.

Team Picture