1. Bernadine Douglas Development V.P. for Alumni and College Relations
Berea Magazine

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

5. Mission
The Office of Vice President for Alumni and College Relations is responsible for providing administrative
oversight for securing endowment and annual fund support for the College, creating and disseminating
information about the College and leading efforts to expand the circle of alumni and friends who are
concerned with the welfare of the College.
Vision
Ensure that deadlines are met and the mission is achieved while reducing the cycle time for production
of the Berea Magazine and minimizing the impact of expensive re-work.

6. SIPOC Suppliers Inputs Policies Outputs Customers
Faculty, Staff, Students.
Student writers.
Staff writers.
Alumni office.
Development Office.
Story ideas
Stories
Photographs
Alumni input, “in memorium”, “Class Notes”, Alumni Stories
Giving roles.
M & C Style Guide
Submissions for layout
Berea Magazine
Alumni
Faculty, Staff, Students
Friends of the College

7. Hi-Level Process Map Volume = 3-4 issues per year WIP =2 issues
Lead Time = 196 work days
Rework = 100%
Constraint = repeated rework after submission for layout. Edits arrive in inconsistent manner. Upper administrative approval occurs after substantial investment.
Hi-Level Process Map
Content developed
Submission for layout
Layout
Upper admin review
Application of edits
Printing of Magazine

8. SWOT Analysis Internal External Strengths Weaknesses Threats
Opportunities
SWOT Analysis
Internal
External
Staff writers understand the mission
Student writers bring unique perspective
Good communication/relationship between printing services M&C
Changes in text/photos often arrive after substantial investment.
Edits communicated to layout incomplete, and arrive at varied times.
Clear communication of upper administrations objectives
Input regarding story direction and edits could arrive before layout
Student writers arrive with varied abilities
Student labor turnover
Information arrives in inconsistent format
Information arrives at inconsistent times

9. Gap Analysis Opportunities and Priorities
Missed deadlines equal missed development opportunities.
Extensive rework after submission for layout results in 88
day cycle time from submission for layout to delivery.
(196 day cycle time for entire process!)

10. Charter
Mission – Enhancing relations with alumni and nurturing and developing relationships with donors and future donors.
Burning Platform– Missing deadlines equal missing dollars. Missed deadlines equal supplemental mailings.
Process Description – From pre-production to home delivery.
Problem Statement – Missed deadlines equal missed development opportunities. Extensive rework after submission for layout.
Sponsor – Bernadine Douglas
Process Owner – J. Morgan/Kim Brown
Team Lead – J. Morgan/Kim Brown
Facilitator – Aaron Beale
Team – J. Morgan, Kim Brown, Jason Miller, Melvin Cooper, Emily Parrish, Crystal Wylie, Melissa Kelley, Aaron Beale

11. Winter 2017 Process
44 non value added v. 21 value added process steps ‘Happy Path”
26 Handoffs (indicated in orange)
0% RTY

12. Winter 2017 Process (Detail #1)
Front end detail shows 80% of stories initially assigned to student writers while analysis of previous issues
shows only 20% of articles are written by students. This creates tremendous re-work and creates an inventory
of unused/unusable stories.

13. Winter 2017 Process (Detail #2)
This detail shows significant layout investment occurring before 4 step “upper administrative”
review. This started a cycle of extensive rework at Graphic Design/layout stage.

14. Cause and Effect Diagram
Lack Of Org. Focus
Inventory
Transportation
Motion
Waiting
Defects
Overproduction
Undesirable Effect
Over-processing
“ping-pong”
for revisions
Content “thrown over
the wall” for layout
Back and forth,
Repeated proofing
for multiple revisions
Inventory of 140 unused
unusable stories
Waiting for revisions
Extensive layout
investment before
upper admin review
Proofreading errors
Students start 80% of
stories, publish 20%
Extensive rework after
Multiple revisions, approvals
Waiting for complete material

15. Action Plan for Spring 2017
Redistribute assignment of articles from 80% student assigned to 80% staff assigned.
Enhance proofreading before submission for upper admin review.
Seek upper admin approval/input before layout investment.
Submit 100% complete and accurate information for initial layout.
Application of edits using “single text negotiation”.
Submission of “may omits” to eliminate waste in reaching 4 page increments.

16. Spring 2017 Process 27 non value added v. 20 value added process steps
17 Handoffs (indicated in orange)
0% RTY

17. Spring 2017 Process (Detail #1)
Changes made to assignment of articles reflecting historical contributions of staff and student writers.

18. Spring 2017 Process (Detail #2)

19. Action Plan for Summer 2017
Codification of standardized procedure for submission of edits.
i.e. All edits will be coordinated as they arrive from various areas (Presidents Office, Alumni, etc.) and submitted for application en masse.
Definition of “State of Completion” needed before handing any materials over to Printing Services for layout.
i.e. All photos have captions including photo credits, Word document reviewed by Leadership and edits applied, etc.
Coordination of delivery schedule with schedule of Leadership to minimize delays like those incurred with the last issue due to schedule overlap with Board meeting prep.
i.e. Maximize opportunities for timely edits before submission for layout.
  Work with Ben Willhite on sub magazine processes related to student submissions of articles and photos. This will be submitted by Ben as an independent Green Belt submission
  Create Depository of AD’s or photos to serve as pre-approved filler material that is often needed  to reach 4 page increments required for layout.

20. Examples of Lean Countermeasures Used
Visual Mgt. – Publicized and posted schedule for milestones during production
Standard Work – Defined submissions (100% complete, etc.) at multiple specified stages, Admin review before layout
Error Proofing – Enhanced early proofing of material (pre-layout)
Cells – Application of edits
Single Text Negotiations – 2 scheduled sessions for application of edits.
Cutting Batches - Submission of edits in “optimal” batches

21. Results Reduction in cycle time from 196 to 96 days.
Reduction of process steps:
44 NVA v. 21 VA with 26 handoffs Winter 2017
27 NVA v. 20 VA with 17 handoffs Spring 2017
Submission for layout now occurs 40 days prior to arrival in homes (as opposed to 88 days for 2016 production).
On time delivery for Spring 2017 issue.

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