Assessing Student Affairs Processes: A pilot study International Assessment and Retention Conference   - 2007 Josh Brown L...
Overview <ul><li>What we did </li></ul><ul><li>What resulted </li></ul><ul><li>What we’re doing </li></ul><ul><li>What you...
 
What we did <ul><li>Context </li></ul><ul><ul><li>Assessment at Liberty University divided into Curricular & Co-curricular...
What we did <ul><li>Six Sigma </li></ul><ul><li>Roots of Six Sigma can be traced to Carl Frederick Gauss (1777-1855) as a ...
What we did <ul><li>Six Sigma Process: DMAIC </li></ul><ul><li>D efine problem from the voice of customer ( V.O.C. ) </li>...
What we did <ul><li>Step One: Define </li></ul><ul><li>Define problem from the voice of customer  </li></ul><ul><li>Direct...
What we did <ul><li>Step Two: Measure </li></ul><ul><li>Measure extent of problem by collecting data in order to create me...
What we did <ul><li>S IPOC: Suppliers </li></ul><ul><li>Conducted inquiry sessions with all levels of persons in the judic...
What we did <ul><li>S I POC: Inputs </li></ul><ul><li>Student Handbook </li></ul><ul><li>Violation & Incident reports </li...
What we did <ul><li>SIP O C: Outputs </li></ul><ul><li>Lack of communication of appeals </li></ul><ul><li>Appeal process i...
What we did <ul><li>SIP O C: Outputs </li></ul><ul><li>RA Official Correspondence Log  </li></ul><ul><li>Call Slip Log </l...
What we did <ul><li>SIPO C : Customers </li></ul><ul><li>Students </li></ul><ul><li>Student Leaders: RA/RD/Deans </li></ul...
What we did <ul><li>Step Three: Analyze </li></ul><ul><li>Analyze data for sources of variation </li></ul><ul><li>Three an...
What we did D M A IC
What resulted D M A IC
What resulted D M A IC
What resulted <ul><li>SWOT Analysis </li></ul><ul><li>Strengths </li></ul><ul><ul><li>Skilled staff </li></ul></ul><ul><ul...
What resulted <ul><li>SWOT Analysis </li></ul><ul><li>Opportunities </li></ul><ul><ul><li>Software integration upgrade </l...
What resulted <ul><li>Step Four: Improve </li></ul><ul><li>Improve process by addressing root causes and identify high-imp...
Application <ul><li>You and your group members have been hired by Liberty University as judicial consultants to remedy thi...
Application <ul><li>Critical-to-success factor chart </li></ul>4 3 2 1 Total Cost Efficient Service People Ideas
What resulted Critical-to-success Factor Chart DMA I C
What resulted Prioritizing Benefit & Effort DMA I C
What resulted <ul><li>Final Recommendations </li></ul><ul><li>Acquire a centralized student database that can integrate ju...
What resulted <ul><li>Step Five: Control </li></ul><ul><li>Control processes through continuous improvement mechanisms :  ...
What we’re doing <ul><li>Since the conclusion of the Six Sigma judicial study, Student Affairs has begun the following for...
What you can do <ul><li>Six Sigma Tips For Educators </li></ul><ul><li>Know your customers </li></ul><ul><ul><li>Identify ...
What you can do <ul><li>Six Sigma Tips For Educators </li></ul><ul><li>3.  Know what to do next </li></ul><ul><ul><li>Get ...
What you can do <ul><li>Recommended Resources </li></ul><ul><li>Academic </li></ul><ul><ul><li>Assessing Organizational Pe...
Presenter Bios <ul><li>Josh Brown   is currently the Associate Director of University Assessment for Liberty University, c...
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Streamlining Student Affairs Judicial Processes by Applying Six ...

  1. 1. Assessing Student Affairs Processes: A pilot study International Assessment and Retention Conference - 2007 Josh Brown Liberty University Greg McCurdy Centra Health Mark Davis Centra Health
  2. 2. Overview <ul><li>What we did </li></ul><ul><li>What resulted </li></ul><ul><li>What we’re doing </li></ul><ul><li>What you can do </li></ul>
  3. 4. What we did <ul><li>Context </li></ul><ul><ul><li>Assessment at Liberty University divided into Curricular & Co-curricular responsibilities </li></ul></ul><ul><ul><li>Attained varying levels of assessment </li></ul></ul><ul><ul><ul><li>Frequency – attendance, cost, etc. </li></ul></ul></ul><ul><ul><ul><li>Satisfaction – locally developed instruments </li></ul></ul></ul><ul><ul><ul><li>Satisfaction with GAP analysis (Noel Levitz SSI) </li></ul></ul></ul><ul><ul><ul><li>Engagement (NSSE) </li></ul></ul></ul><ul><ul><ul><li>Focus Groups </li></ul></ul></ul><ul><ul><ul><li>Process Analysis </li></ul></ul></ul><ul><ul><ul><ul><li>Process Engineering, Six Sigma, ISO 9000 </li></ul></ul></ul></ul>
  4. 5. What we did <ul><li>Six Sigma </li></ul><ul><li>Roots of Six Sigma can be traced to Carl Frederick Gauss (1777-1855) as a measurement standard with the normal curve </li></ul><ul><li>Walter Shewhart, in the 1920’s, used six sigma as a measurement standard in product variation </li></ul><ul><li>Bill Smith receives the credit for coining the term “six sigma” while working as an engineer with Motorola </li></ul><ul><li>In the early 1980’s, Motorola chairman, Bob Galvin, desired a measurement by which defects per million opportunities could be shown and the after effect resulted in $16 Billion in savings </li></ul><ul><li>Since then, companies such as Honeywell (Lawrence Bossidy) and GE (Jack Welch) adopted the six sigma method as a means of doing business, not just a quality management tool like TQM (W. Edwards Deming) </li></ul>
  5. 6. What we did <ul><li>Six Sigma Process: DMAIC </li></ul><ul><li>D efine problem from the voice of customer ( V.O.C. ) </li></ul><ul><li>M easure extent of problem by collecting data to be able to create metrics </li></ul><ul><li>A nalyze data for sources of variation </li></ul><ul><li>I mprove process by addressing root causes, identify high-impact benefits </li></ul><ul><li>C ontrol processes through continuous improvement mechanisms </li></ul>
  6. 7. What we did <ul><li>Step One: Define </li></ul><ul><li>Define problem from the voice of customer </li></ul><ul><li>Directive came from VPSA: </li></ul><ul><ul><li>“ We need to streamline the judicial life process.” </li></ul></ul>D MAIC
  7. 8. What we did <ul><li>Step Two: Measure </li></ul><ul><li>Measure extent of problem by collecting data in order to create metrics </li></ul><ul><li>S.I.P.O.C. - a six-sigma tool, will be utilized to create metrics for analysis </li></ul><ul><ul><li>S uppliers </li></ul></ul><ul><ul><li>I nputs </li></ul></ul><ul><ul><li>P rocesses </li></ul></ul><ul><ul><li>O utputs </li></ul></ul><ul><ul><li>C ustomers </li></ul></ul>D M AIC
  8. 9. What we did <ul><li>S IPOC: Suppliers </li></ul><ul><li>Conducted inquiry sessions with all levels of persons in the judicial process: </li></ul><ul><ul><li>Session One: RA’s & RD’s </li></ul></ul><ul><ul><li>Session Two: Associate Deans (DOM/DOW) </li></ul></ul><ul><ul><li>Session Three: Head Deans and VPSA </li></ul></ul><ul><ul><li>Session Four: Students who experienced the judicial process at various levels </li></ul></ul><ul><ul><li>Session Five: Administrative Assistants, Secretaries, and Student Workers overseeing data entry </li></ul></ul>D M AIC
  9. 10. What we did <ul><li>S I POC: Inputs </li></ul><ul><li>Student Handbook </li></ul><ul><li>Violation & Incident reports </li></ul><ul><li>Data entry at RD level </li></ul><ul><li>Res Life staff: manually sorting reports </li></ul><ul><li>“ Why do we need to process warnings?” </li></ul><ul><li>Difference between practice and policy: confusion of appeal process </li></ul><ul><li>“ There are too many hand-offs of paperwork.” </li></ul><ul><li>“ We handle data differently than the other office.” </li></ul>D M AIC
  10. 11. What we did <ul><li>SIP O C: Outputs </li></ul><ul><li>Lack of communication of appeals </li></ul><ul><li>Appeal process is slow/inconsistent </li></ul><ul><li>“ I am not sure of the process.” </li></ul><ul><li>Not enough qualified counselors on campus </li></ul><ul><li>Differing approaches: men-discipline, women-counsel </li></ul><ul><li>Dean on-call schedule is confusing as it varies too frequently </li></ul><ul><li>Fines are confusing and don’t seem to be achieving their intended purpose </li></ul><ul><li>Too many logs! (cont.) </li></ul>D M AIC
  11. 12. What we did <ul><li>SIP O C: Outputs </li></ul><ul><li>RA Official Correspondence Log </li></ul><ul><li>Call Slip Log </li></ul><ul><li>Non-Return Log </li></ul><ul><li>Permission Slip Log </li></ul><ul><li>Violation Report </li></ul><ul><li>Incident Report – Residence Hall </li></ul><ul><li>IR-Type Log </li></ul><ul><li>Case Load Log </li></ul><ul><li>Discipline Community Service Log (twice) </li></ul><ul><li>FERPA Log </li></ul><ul><li>Probation Log </li></ul><ul><li>AW Log </li></ul><ul><li>Student File Database </li></ul><ul><li>File Log (who has what) </li></ul><ul><li>Self-Reports Log </li></ul><ul><li>No Contact Agreement Log </li></ul><ul><li>Permission Restriction Log </li></ul>D M AIC
  12. 13. What we did <ul><li>SIPO C : Customers </li></ul><ul><li>Students </li></ul><ul><li>Student Leaders: RA/RD/Deans </li></ul><ul><li>Res Life </li></ul><ul><li>Dean of Men & Dean of Women </li></ul><ul><li>VPSA </li></ul><ul><li>Sodexho – community service </li></ul><ul><li>LUPD </li></ul><ul><li>Counselors </li></ul><ul><li>Faculty/Staff </li></ul><ul><li>Campus Pastors </li></ul>D M AIC
  13. 14. What we did <ul><li>Step Three: Analyze </li></ul><ul><li>Analyze data for sources of variation </li></ul><ul><li>Three analyses conducted: </li></ul><ul><ul><li>Process Maps – this is the “P” in SIPOC processes & is implemented at this stage </li></ul></ul><ul><ul><li>Fishbone Analysis </li></ul></ul><ul><ul><li>SWOT Analysis </li></ul></ul>D M A IC
  14. 15. What we did D M A IC
  15. 16. What resulted D M A IC
  16. 17. What resulted D M A IC
  17. 18. What resulted <ul><li>SWOT Analysis </li></ul><ul><li>Strengths </li></ul><ul><ul><li>Skilled staff </li></ul></ul><ul><ul><li>Judicial process affords student appeal </li></ul></ul><ul><ul><li>Education of student handbook </li></ul></ul><ul><li>Weaknesses </li></ul><ul><ul><li>Communication breakdown </li></ul></ul><ul><ul><li>Inconsistent processes </li></ul></ul><ul><ul><li>Lack of technology to integrate processes </li></ul></ul><ul><ul><li>Paper workload with many hand-offs </li></ul></ul>D M A IC
  18. 19. What resulted <ul><li>SWOT Analysis </li></ul><ul><li>Opportunities </li></ul><ul><ul><li>Software integration upgrade </li></ul></ul><ul><ul><li>Office PC’s interconnect all Student Affairs </li></ul></ul><ul><ul><li>Educational development through residence hall Peer Judicial Councils </li></ul></ul><ul><li>Threats </li></ul><ul><ul><li>Reactive vs. proactive </li></ul></ul><ul><ul><li>Legal aspects: FERPA </li></ul></ul><ul><ul><li>Overstressed staff, burnout, and turnover </li></ul></ul>D M A IC
  19. 20. What resulted <ul><li>Step Four: Improve </li></ul><ul><li>Improve process by addressing root causes and identify high-impact benefits. </li></ul><ul><ul><li>Critical-to-success-factor chart </li></ul></ul><ul><ul><li>Prioritizing benefits and efforts </li></ul></ul><ul><ul><li>Final recommendations </li></ul></ul>DMA I C
  20. 21. Application <ul><li>You and your group members have been hired by Liberty University as judicial consultants to remedy this process. </li></ul><ul><li>For the next few minutes, use the collective knowledge and experience of your group to provide at least four recommendations for the university to improve its judicial processes. </li></ul><ul><li>Please place your recommendations on the provided note cards. </li></ul>
  21. 22. Application <ul><li>Critical-to-success factor chart </li></ul>4 3 2 1 Total Cost Efficient Service People Ideas
  22. 23. What resulted Critical-to-success Factor Chart DMA I C
  23. 24. What resulted Prioritizing Benefit & Effort DMA I C
  24. 25. What resulted <ul><li>Final Recommendations </li></ul><ul><li>Acquire a centralized student database that can integrate judicial operations </li></ul><ul><li>Streamline judicial process and structure </li></ul><ul><li>Eliminate conflicts of interest in the current process </li></ul><ul><li>Involve students in the appeal process </li></ul><ul><li>Equip the division of SA with the necessary qualified counselors </li></ul>DMA I C
  25. 26. What resulted <ul><li>Step Five: Control </li></ul><ul><li>Control processes through continuous improvement mechanisms : </li></ul><ul><ul><li>Formulate action plans for implementing strategies </li></ul></ul><ul><ul><li>Establish an ongoing QA program </li></ul></ul>DMAI C
  26. 27. What we’re doing <ul><li>Since the conclusion of the Six Sigma judicial study, Student Affairs has begun the following for a Fall 2008 implementation: </li></ul><ul><ul><li>Purchased a new judicial software package </li></ul></ul><ul><ul><li>Created & implemented a student court for judicial appeals </li></ul></ul><ul><ul><li>Revised judicial organizational chart </li></ul></ul><ul><ul><li>Redefined and clarified roles (as result of above) </li></ul></ul><ul><ul><li>Eliminated policies from student handbook </li></ul></ul><ul><ul><li>Created policies from student handbook </li></ul></ul>
  27. 28. What you can do <ul><li>Six Sigma Tips For Educators </li></ul><ul><li>Know your customers </li></ul><ul><ul><li>Identify them (SIPOC) </li></ul></ul><ul><ul><li>Listen to them (VOC) </li></ul></ul><ul><ul><li>Understand and define their needs (CTQ) </li></ul></ul><ul><li>“ Know thyself” </li></ul><ul><ul><li>Examine your processes (SIPOC / mapping) </li></ul></ul><ul><ul><li>Measure your performance (baseline; DPMO; Sigma; statistics) </li></ul></ul>
  28. 29. What you can do <ul><li>Six Sigma Tips For Educators </li></ul><ul><li>3. Know what to do next </li></ul><ul><ul><li>Get to the roots (fishbone; hypothesis testing; VA/NVA) </li></ul></ul><ul><ul><li>Define the ideal state (gap analysis) </li></ul></ul><ul><ul><li>Brainstorm your opportunities (SWOT; prioritization matrix) </li></ul></ul><ul><ul><li>Drive change (force-field analysis) </li></ul></ul><ul><li>4. Know how to do it </li></ul><ul><ul><li>Decide on your method (project vs. go-do) </li></ul></ul><ul><ul><li>Open the toolbox </li></ul></ul><ul><ul><li>Start with what you have </li></ul></ul>
  29. 30. What you can do <ul><li>Recommended Resources </li></ul><ul><li>Academic </li></ul><ul><ul><li>Assessing Organizational Performance in Higher Education (Miller, 2007) http://www.josseybass.com/WileyCDA/WileyTitle/productCd-0787986402.html </li></ul></ul><ul><ul><li>Continuous Process Improvement in Higher Education (Inozu & Whitcomb, 2007) http://www.novaces.com/pdfs/CoF_NovacesWhitePaper_r1std.pdf </li></ul></ul><ul><ul><li>Process Improvement to Achieve Institutional Effectiveness (Lake, 2005) www.ncci-cu.org/Visitors/Documents/ processimprovement 070905AC.ppt </li></ul></ul><ul><li>Business </li></ul><ul><ul><li>Six Sigma for Dummies (Gygi, DeCarlo, Williams & Covey, 2005) </li></ul></ul><ul><ul><li>The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance (Pande, 2000) </li></ul></ul>
  30. 31. Presenter Bios <ul><li>Josh Brown is currently the Associate Director of University Assessment for Liberty University, coordinating the assessment of all co-curricular departments. He possesses an earned Master's of Student Development from Azusa Pacific University. Email – [email_address] </li></ul><ul><li>Greg McCurdy is currently the manager of the Radiation Oncology Department at Centra Health, where he utilized the six sigma philosophy and instruments to hone difficult processes in a medical setting for increased workflow efficiency. He is concluding his Master's of Higher Education at Geneva College. Email – [email_address] </li></ul><ul><li>Mark Davis is currently a process engineer with Centra Health, where he is assisting with the implementation of a system wide healthcare improvement initiative called CH2. He holds a degree from William & Mary and a Six Sigma Black Belt from Villanova. Email – [email_address] </li></ul>

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