Using Process Control to Ensure Quality


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  • KU at a glance
  • RO case study
  • Begin narrative. . .
  • More intro to narrative
  • 3Ms, go into detail about what each step entails.
  • Some CTQ stuff. . . This will inform the next slides about dashboards, etc. Metrics only as good as the customer requirements they allow you to manage
  • Map: example of product of this phase. Go into why this is useful and what it enables.
  • Discuss newfound ability to measure volume, SLA, trends, etc. Budgeting is ‘easy’ now. . .
  • FMEA (COP has 66 possible failure modes) to response plan
  • From here, we began ticketing processes. Allows us to track them all without manual work, manage volume and SLA
  • Day-to-day management here, in dashboard
  • Using Process Control to Ensure Quality

    1. 1. Using Process Control to Ensure Outstanding Service and Quality Michael Lorenz, Executive Director/University Registrar, Kaplan University WCET Annual Conference, October 2009 Property of Kaplan Higher Education
    2. 2. <ul><li>Proprietary institution; Kaplan, Inc (WPO) </li></ul><ul><li>Ten campuses, online division, law school </li></ul><ul><li>Approximately 65000 students </li></ul><ul><li>Five core values </li></ul><ul><ul><li>Integrity </li></ul></ul><ul><ul><li>Knowledge </li></ul></ul><ul><ul><li>Support </li></ul></ul><ul><ul><li>Opportunity </li></ul></ul><ul><ul><li>Results </li></ul></ul><ul><li>Committed to quality: Process Improvement Team </li></ul><ul><ul><ul><li>Deployment and management of KU’s Six Sigma (DMAIC, etc.), BPM, and other improvement disciplines </li></ul></ul></ul><ul><ul><ul><li>“ Student Experience BPM”: an end-to-end review of the student lifecycle </li></ul></ul></ul>Property of Kaplan Higher Education
    3. 3. <ul><li>Case Study: </li></ul><ul><ul><li>Office of the Registrar </li></ul></ul><ul><ul><ul><li>High volume, high variety, low tolerance for error </li></ul></ul></ul><ul><ul><ul><li>Service-oriented </li></ul></ul></ul><ul><ul><ul><li>Large staff </li></ul></ul></ul><ul><ul><li>Business Process Management (“BPM”): </li></ul></ul><ul><ul><ul><li>Deployment: November, 2007 </li></ul></ul></ul><ul><ul><ul><li>Expanded: March, 2009 </li></ul></ul></ul><ul><ul><ul><li>Ticketing deployment January, 2008 </li></ul></ul></ul><ul><ul><li>Results: </li></ul></ul><ul><ul><ul><li>63% improvement in SLA performance </li></ul></ul></ul><ul><ul><ul><li>$$$ saved in labor and operational costs </li></ul></ul></ul><ul><ul><ul><li>Marked decrease in average Cost Per Unit </li></ul></ul></ul><ul><ul><ul><li>Improved staff engagement and tenure </li></ul></ul></ul>Property of Kaplan Higher Education
    4. 4. What did we start with? <ul><li>Some SOP documents </li></ul><ul><li>Talented (but frustrated) staffers </li></ul><ul><li>A belief that our turnaround times were satisfactory </li></ul><ul><li>Manually-tracked volume and performance data </li></ul><ul><li>Budgeting/staffing based on guesses and estimates </li></ul>Property of Kaplan Higher Education
    5. 5. What did we do first? <ul><li>Dropped defenses </li></ul><ul><li>Turned attention from outputs to inputs </li></ul><ul><li>Mapped, measured, managed </li></ul>Property of Kaplan Higher Education
    6. 6. MAP <ul><li>Mission </li></ul><ul><li>Process Steps and Flow and SIPOC </li></ul><ul><li>Customer & Process Requirements </li></ul>MEASURE <ul><li>Data Collection Plan </li></ul><ul><li>Measurement System Analysis </li></ul><ul><li>Performance Dashboards </li></ul><ul><li>Statistical Process Control </li></ul>MANAGE <ul><li>Control Plan </li></ul><ul><li>Failure Modes & Effects Analysis </li></ul><ul><li>Identify Project Charters & Next Steps: </li></ul><ul><ul><li>Process Simplification/ Lean </li></ul></ul><ul><ul><li>Project Mgmt. </li></ul></ul><ul><ul><li>Performance Mgmt. (DMAIC) </li></ul></ul>Property of Kaplan Higher Education
    7. 7. <ul><li>Voice of the Customer (what do they want?) converted to “Critical to Quality” (how do we measure what they want?) </li></ul><ul><li>e.g., </li></ul><ul><li>Customer says, “I want this faster” </li></ul><ul><li>We turn this into “I want this in 2 business days” </li></ul>VOC to CTQ Property of Kaplan Higher Education
    8. 8. Property of Kaplan Higher Education
    9. 9. Property of Kaplan Higher Education
    10. 10. Property of Kaplan Higher Education
    11. 11. FMEA and Response Plan Property of Kaplan Higher Education
    12. 12. Ticketing <ul><li>Proprietary system </li></ul><ul><li>Replaced emails, calls, post-it notes </li></ul><ul><li>Codified process, eliminated variation </li></ul><ul><li>Enabled </li></ul><ul><ul><li>Interdepartmental ticketing </li></ul></ul><ul><ul><li>SLA management </li></ul></ul><ul><ul><li>Reporting and dashboards </li></ul></ul><ul><ul><li>Control charts and statistical process control </li></ul></ul>Property of Kaplan Higher Education
    13. 13. Property of Kaplan Higher Education
    14. 14. Property of Kaplan Higher Education
    15. 15. Quick wins for you <ul><li>Map/Measure/Manage is “free” </li></ul><ul><li>Identify your customers and provide what they want, not what you think they want </li></ul><ul><li>Have frank conversations with your suppliers </li></ul>Property of Kaplan Higher Education