1. Process Improvement Advisory Team (PIAT)
April 3, 2019

2. Methodology Team AA Initiatives Execution
Process Improvement Advisory Team | PIAT
Methodology
Incremental Change
Process Mapping
Written Procedure
Communicate the value
Team
Process Improvement Advisory Team
AA Initiatives
Administrative Affairs’ Role in the Pipeline
Execution
# Projects Completed
# Projects 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 Administrative Affairs Division communicates and shapes ideas for change
The QAIM 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

3. Methodology | Our Motto is: Focus, Simplify and Execute!
How can we improve the environment here at UW-Whitewater to better support our students, faculty and staff?
How can we optimize the University’s resources by saving time and money?
What can we do to best manage our risk, compliance and management systems?
These are some of the questions we asked ourselves when we first started the program.

4. Methodology | Our Goal is: Continuous Incremental Improvement and Respect for Stakeholders
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

5. Process Improvement Advisory Team | PIAT
The Process Improvement Advisory Team (PIAT)
is comprised of Business Managers and Administrative Professionals from:
Administration Affairs
Academic Affairs
College of Business & Economics
School of Graduate Studies
College of Letters & Sciences
College of Arts & Communication
College of Liberal & Creative Arts
College of Education and Professional Studies
Continuing Education Services
Library
University Foundation
The team is facilitated by the Administrative Affairs Division.
Document Process “As Is”
QAIM Lean Revision
Improvement Team Feedback
New Process Testing
Revision
Monitor
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 Improvement Manager, Alexandra Stokes, begins with process mapping, develop process improvement solutions, communicate the ideas to the PIAT, implement incremental changes to improve our support the campus community
Alexandra then solidifies any revisions by “making it official”
She supports these initiatives by crafting practice directives and procedures for Admin Affairs 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!

6. Process Improvement Advisory Team | Examples from SFSU
Monthly Process Improvement Estimated Efficiency Savings
Example from SFSU
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.
Note: Efficiency is defined as the time made available for higher value tasks such as student focused services.