1. San Francisco State University
We Make Great Things Happen
San Francisco State University

2. A&F Business Operations Division
Continuous Process Improvement
San Francisco State University

3. Methodology Team A&F Initiatives Execution
QUALITY ASSURANCE PROCESS IMPROVEMENT PROGRAM
Methodology
Incremental Change
Process Mapping
Written Procedure
Communicate the Value
Team
Process Improvement Advisory Team
A&F Initiatives
Business Operations’ Role in the Pipeline
Execution
6 Projects Completed
15 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 A&F Division communicate and shape ideas for change
Business Operations 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
San Francisco State University

4. METHODOLOGY | Our Motto is: Focus, Simplify and Execute!
How can we improve the environment here at SF State to better support our students, faculty, and staff?
These are some of the questions we asked ourselves when we first started the program
How can we optimize the University’s resources by saving time and money?
San Francisco State University
What can we do to best manage our risk, compliance, policies and procedures?

5. Benefits of the Lean Methodology:
METHODOLOGY | Our Goal is: Continuous Incremental Improvement and Respect for Stakeholders Do
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
San Francisco State University

6. PROCESS IMPROVEMENT ADVISORY TEAM | PIAT
The Process Improvement Advisory Team (PIAT) is comprised of Business Managers and Administrative Professionals from:
Administration & Finance
Academic Affairs
Student Advancement & Enrollment Management
College of Business
Graduate College of Education
College of Ethnic Studies
College of Health & Social Sciences
College of Liberal & Creative Arts
College of Science & Engineering
Division of Graduate Studies
Library
University Corporation
The team is facilitated by A&F Business Operations Division.
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 Analyst, Cheryl Leung, begins with process mapping, develop process improvement solutions, communicate the ideas to the PIAT, implement incremental changes to improve our support the campus community
Cheryl is a Quality Assurance Analyst with a background in Chemistry. She earned her bachelor’s degree at U.C. Berkeley and Ph.D. in Computational Chemistry at Yale University. Cheryl brings her outstanding analytical and communications skills to the team, and strives to “make the right thing happen”.
Our Compliance & Policy Coordinator, Andrea Whipple, solidifies the revision by “making it official”
Andrea crafts practice directives and procedures for A&F 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!
San Francisco State University

7. Meets once every two weeks
PROCESS IMPROVEMENT ADVISORY TEAM | PIAT
The Process Improvement Advisory Team (PIAT) consists of approximately 30 regular attendees.
Meets once every two weeks
Has held 20 meetings since it began in July 2016
Focuses on improving and streamlining our existing processes
Removes administrative barriers and supports the campus community
Here is also an example of some feedback the PIAT team has received.
Impact
Meet every two weeks
Recently reached our 20th meeting! Hooray!
Creates a space for people from different departments to express concerns, share ideas, and deliberate on issues
Creates a space for transparency among departments, fosters improved understanding, and encourages collaboration
“I just wanted to let you know that this is the first time in my 20 years, that we have been able to help foster “change” and be involved in a change process. This is very helpful to the people that do the day-to-day operations. Keep up the great work and moving forward to make change happen!”
- Submitted by a member of the Process Improvement Advisory Team
San Francisco State University

8. Monthly Process Improvement Estimated Efficiency Savings
PROCESS IMPROVEMENT COMPLETED PROJECTS
Monthly Process Improvement Estimated Efficiency Savings
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.
San Francisco State University
Note: Efficiency is defined as the time made available for higher value tasks such as student focused services.

9. BUSINESS OPERATIONS PROJECT PIPELINE
Here is a summary of our project pipeline
San Francisco State University

10. BUSINESS OPERATIONS | Continuous Improvement Projects within Bold Steps
Business Operations consists of Procurement, Shipping and Receiving, Environmental Health and Safety, Quality Assurance, and Policies & Compliance Management.
Leveraging our Quality Assurance team helps us ensure continuous improvement toward these “big picture” Business Operations goals, and allows us to come up with strategic solutions that team members can follow as they come to fruition
The Bigger Picture
Business Operations’ continuous improvement plan supports A&F’s vision under the 5 Bold Steps model
Within this model, we have prioritized customer service, compliance, cost savings, lean processes, and the overall improved well-being of our campus community
We believe these key elements are important for supporting student success
San Francisco State University

11. Contact Us Phone Email / Website Business Operations (415) 405 7331
San Francisco State University
Phone
(415)
(415)
(415)
Business Operations
San Francisco State University
1600 Holloway Avenue
San Francisco, CA 94132
/ Website