1. University of St Andrews Lean in St Andrews: 3 years on 29 March 2010

2. University of St Andrews Agenda What was the problem? What we’ve done What’s next?

3. University of St Andrews The goal……. Need to achieve more with less in the face of –Increasing customer demands –Pressure on funding Need to improve working culture –Voice of academia in support issues –Professional services needed to stand up – Challenge reverential view of the past

4. University of St Andrews The problem……

5. University of St Andrews What is Lean ? What is Lean ? Lean manufacturing –Getting it right first time, everytime Measure and understand Elimination of Waste –Duplication, error, loss or no value Focus on customer need –Ignoring organisational silos –End to end process reviews Continuous improvement

6. University of St Andrews Lean is not….. just business process review – but a framework for culture change a computer programme or about IT a silver bullet –quick fix – rapid cost cutter

7. University of St Andrews How we did it Clear focussed leadership essential –Focus on long term improvement –Recognise the challenge to manager behaviour Built an internal team –External resource to fit Approaches need to be tailored –HE sector very diverse –Governance very different

8. University of St Andrews Process Identify area Scope and set ‘pant wetting’ target Gather data to understand the current process Blitz –Map current process, identify waste –Redesign the process without the waste Implement solution Re-measure and review Start again!

9. University of St Andrews Ongoing Resources Ongoing Resources Two full-time members of ‘Lean team’ Pump priming money Time from staff Dedicated space

10. University of St Andrews Challenges Being ‘Leaned’ seen as a punishment Quantifying the intangible (our service can’t be measured) Identification of failure seen as criticism of past (or existing management!) Perception of removing or down grading jobs Time intensive- results in short term backlogs Unclear incentives for getting engaged Embedding culture change

11. University of St Andrews Benefits Days taken / Days released 0 200 400 600 800 1000 1200 1400 1600 1800 2000 2006-200720082009 Year One-off staff days taken Recurring staff days released Staff Days

12. University of St Andrews Notable Successes Notable Successes Travel service –sales Feb 09- £22k, Feb 10- £68k –same resource base Library Cataloguing & Re-shelving –10 weeks to 2 days –3 months to 4 hours.

13. University of St Andrews Notable Successes Student Confirmation Letters –10 days to 2 minutes –Now self-service on-line Student absence management –5 staff keying 10,000+ forms – GONE! –Now self-service on-line –No change in absence patterns Finance processing –Bank ‘Recs’- 3 days to 1day per month –Adhoc payments 20 per hour to 60 per hour

14. University of St Andrews What do we need to do now? Accept that times will get tougher Extend to all areas –Strongest resistance in areas of most need Improve measurement of progress –People need evidence of their achievement Move from engagement to commitment Land the cultural change –from “we’ve been Leaned” to “it’s the way we do things here”

15. University of St Andrews Summary Summary Beware of the blockers –Including the passive ones Get the scope for review right –Ignore the silos Lean is not a quick cost cutter or an easy fix Lean will give you: –Customer focussed services –Engaged and motivated staff –Challenge to management practice and requirements –Higher standards –Efficient and effective processes with results that matter

16. University of St Andrews Contacts Derek Watson Quaestor and Factor Quaester@st-andrews.ac.uk Heidi Fraser-Krauss Director of Business Improvements hmfk@st-andrews.ac.uk