1. Ryan Hess Athletics Assistant Athletic Director
Athletics Compliance Training

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

5. Mission
The Berea College intercollegiate athletic department seeks to carry forth the mission of the institution through athletic participation.  The mission of our institution is grounded in a challenging set of Great Commitments built upon the college’s scriptural foundation, “God has made of one blood all peoples of the earth.”  Berea College recognizes this mission can be manifested through intercollegiate athletics and seeks to develop athletic abilities within our student-athletes that model the high standards of our institution and the established foundational principles.  To achieve this purpose, the Berea College athletic department commits itself:
To develop student-athletes who gain an understanding and respect for individuals from other backgrounds and cultures, both teammates and opponents, while recognizing their competitors as worthy adversaries. 
To field disciplined teams who find value in the competitive experience and appreciation for physical performance; thus, compete out of love for the sport, the thrill of competition and the fulfillment of personal and team goals.
To promote pride in the campus community among students, alumni, faculty, staff and larger Berea community by providing a forum for social gatherings and the development of athletic traditions.
To encourage student-athletes to become servant leaders through involvement in community service activities, initiatives and projects.
To provide superior facilities for competition, teaching and training.
To offer personal enrichment programs designed to develop an understanding of teamwork, character, ethics, maturity and fair play for student-athletes.
To teach student-athletes how to focus energies and live balanced lives through incorporating healthy habits of wellness in both exercise and study.
To have our department recognized as an example of excellence in both academic scholarship and conduct.
Vision
The goal of this project is to revise the annual compliance and medical training process required for student-athletes. The goal would be to reduce the amount of time and paperwork required for completion by student-athletes and staff by 50% from , with the target date for implementation being August 2017.

6. SIPOC Suppliers Inputs Policies Outputs Customers NCAA Training Staff
Compliance Office
Outside Medical Professionals
Forms
Videos
Educational components
Physical exams
Concussion protocols
Sickle cell
Educational sessions
Medical expertise
Governing policies
FERPA
NATA, etc.
Other professional organizations that govern
Berea College
NCAA policies
USA South?
Sandy?
Eligibility to compete
Safety/Welfare
Increased awareness for SA’s
Reliable diagnosis
Student-Athletes

7. Hi-Level Process Map
Volume = 391 Student Athletes. 38 training sessions.
WIP = 1 to 125 students
Lead Time = up to 12 weeks.
Rework = approx. 95%
Constraint = Extreme variability in processing of compliance and medical forms.
Contact Athletes
Compliance Training
Compliance Forms
Processing Compliance Forms
Medical Training
Medical Forms
Processing Medical Forms

8. SWOT Analysis Internal External Strengths Weaknesses Threats
Opportunities
SWOT Analysis
Internal
External
Institutional knowledge
Cohesive staff
Willingness to be flexible
Open communication with administration
Great volunteers/relationships
Labor program
Academic commitments
Residence Life policies
Lack of coordination with other Berea College groups/activities
Technology programs/software
Identify designated training space
Collaboration with other institutions to identify best practices (NADIIIA)
Coaches identifying rosters in advance
Lack of staff
Part-time coaches
Willingness to be flexible/accommodating
Staff pressured to multi-task
New to NCAA/policies/procedures
Lack of designated training space

9. Gap Analysis Opportunities and Priorities
Scheduling challenges, delayed student athlete participation
and placed unsustainable demands on staff.
Extreme variability in lead/cycle time due to enormous variation in
input from student athletes. All athletes follow same “track” regardless
of vastly different starting point.

10. Charter
Mission –The Berea College intercollegiate athletic department seeks to carry forth the mission of the institution through athletic participation.  The mission of our institution is grounded in a challenging set of Great Commitments built upon the college’s scriptural foundation, “God has made of one blood all peoples of the earth.”  Berea College recognizes this mission can be manifested through intercollegiate athletics and seeks to develop athletic abilities within our student-athletes that model the high standards of our institution and the established foundational principles. 
Burning platform – Student-athletes and staff express a frustration towards the repetitive and time-consuming nature of the compliance and medical clearance process.
Process Description – From identification of student as athlete through completion of all compliance and medical processing.
Problem Statement – Scheduling challenges, delayed student athlete participation, unsustainable demands on staff.
Sponsor – Mark Cartmill, Director of Athletics
Process Owners – Sandy Williams and Ryan Hess
Team Lead – Ryan Hess
Facilitator –Ryan Hess
Team –Sandy Williams, Brad Smith, Ryan Hess, Sean Jakobowski, Brandon Noble, Aaron Beale

13. Current State (step #1 mailed forms)

14. Current State (step #2 Training Day)

15. Current State (step #3 Filing)

16. Cause and Effect Diagram
Lack Of Org. Focus
Inventory
Transportation
Motion
Waiting
Defects
Overproduction
Undesirable Effect
Over-processing
Movement of materials/equipment to the Science building
Trainers trapped in admin roles instead of training athletes.
Managing inventory of 
incomplete forms. 
Trainers moving from practice to practice to fill in incomplete forms.
Athletes waiting in line for pictures/physicals.
Running compliance training for those who miss the scheduled one
Forms  are filled out wrong by student athletes or are missing
Asking for the same information multiple times on the forms
Athletes waiting for pertinent parts of training while completed material reviewed for others at different stages.
38 training sessions!!

17. Action Plan
Forms modified allowing 33-40% of forms distributed in to be valid for athletes entire career.
Medical Compliance forms MUST be submitted 48 hours prior to training in order to receive invite to training.
Trainings divided into First Year’s and Returnees to minimize “non-value” added time at portions of training not applicable to Returnees and improve focus by creating optimal batch of trainees.

18. Future State (step #1 mailed forms)

19. Future State (step #2 Training Day)

20. Future State (step #3 filing forms)
Medical Forms
NCAA Compliance Forms

21. Examples of Lean Countermeasures Used
Standard Work. Clear communication of athlete responsibilities for submission of forms. Staff “say what they mean, and mean what they say”.
Error Proofing. Errors reduced/focus increased by requiring submission of forms 48 hours before training.
Cells created by having all materials on hand to complete training in single location.
Optimal Batches achieved by minimizing variation caused by First Years and Returnees attending the same training.

22. Results Total time saved for Athletics Compliance is 184 hours!
Compliance training sessions cut from 38 sessions to 9. Time spent conducting these sessions reduced from 2850 minutes to 990 minutes. A 31 hour savings!!
In 2017 we had 2,535 forms distributed with only 12 returned in error. In errors were recorded!!
Average recorded time for error correction is 17 minutes. This translates to a time savings of 153 hours!!!
Total time saved for Athletics Compliance is 184 hours!
184 x $30 = $5520 in soft savings. Time available to serve the mission not spent serving the process!!
33-40% decrease in forms to be distributed starting in 2018.

24. More quotes….
“LEANing out the compliance and medical process for our athletic department produced immediate benefits for our staff and student-athletes. The tremendous reduction in the overall number of sessions and how those sessions were designed and conducted allowed for more productive trainings and had a direct effect on the quality of information provided, as well as a significant reduction in the number of errors.”
-Ryan Hess, Assistant Athletics Director

25. Call or email anytime, but send what you have so far
Progress Check
Call or anytime, but send what you have so far