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PEX Award-11-03-13-11-35 -submit

  1. 1. Presentation Name Presenter’s Name Best Start Up Business Process Excellence Program (Under 2 Years) Landmark Group Centre for Value Improvement
  2. 2. NorQuest College Publicly funded comprehensive community college Main Campus located in Edmonton, Alberta Canada 7 Campuses 778 Faculty, Staff and Employees Supporting a diverse student diversity 55% outside of Canada 9% self-identified Aboriginal, Metis or Inuit over 65% over the age of 24 80% Female 600 students with learning and physical challenges 37 post-secondary career credentials and foundational programs 2011/12 operating budget = $74 Million 2012/13 operating budget = $77 Million 2013/14 operating budget = $75 Million ($3 Million reduction) Serving over 8,500 full-time, part- time and continuing education students Over 1,200 graduates each year Offering Diplomas, Certificates, Post-Basic Certificates and employment programs
  3. 3. Process challenges facing NorQuest post-secondary Facing a 7.3% budget reduction from Campus Alberta operation grant (-$3.19 million) forces a deficit budget to be proposed in 2013/14. College incurring a deficit of $1.4 million against operating budget. Tuition freeze mandated for next three years. Expected 0% grant increases until at least 2016. Systems and processes prior to College VIP program implementation were confusing and complex. Many systems had multiple versions and many departments had “shadow” systems that were being used for planning and reporting. These individual systems did not align with College systems creating confusion and waste. Large geographical region to serve, creating many process and organizational issues. College services and infrastructure not utilizing electronic workflows or on-line systems. Still primarily paper based reporting, filing, form control, ordering. Student / customer engagement requires multiple touch points, contacts and paper work. College has re-organized its departments/ Faculties multiple times in the past 3 years to deal with budget issues and consolidation of programming. Staff turn-over has been dramatic and resulted in low employee engagement and trust. 72.3 81.2 2011-12 2010-11 Internal Staff Satisfaction scores Drop in staff satisfaction by almost 10%
  4. 4. NorQuest Response to Process Challenges Creation of new internal department (Landmark Group Centre for Value Improvement) to serve the needs of the College by: Training internal staff in LEAN & Six Sigma concepts, tools and processes leading to: • Identifying and quantifying process issues that exist throughout the College • Improving outdated and ineffective systems • Eliminating wastes and inefficiencies existing within College systems • Reducing overall operating costs • Improving student outcomes and experiences throughout the organization • Implementing quick and sustainable “wins” that are identified and celebrated The Landmark Group Centre for Value Improvement program will focus on the college’s vision to: 1. Enhance quality and delivery of offerings and services for NorQuest College students 2. Maximize productivity and profitability for business, industry and the public sector by providing value improvement training 3. Create unique practical solutions that help reduce waste and lost productivity in the workplace
  5. 5. Why Develop a “Value Improvement Centre”? “To maximize College effectiveness, quality and funding” (NorQuest College Comprehensive Institutional Plan) Colleges business model principles include: Quality and continuous improvement (pg. 11) • We define standards of quality and performance for all aspects of the College. • We define expected outcomes and then measure and report our performance against those targets. • We monitor our improvement and influence organizational behaviour through tools such as a balanced scorecard and performance feedback. Our relationship with Government includes the Alberta priority (pg. 16) Creating Opportunity by: Enhance value-added activity, increase innovation and build a skilled workforce to improve the long-term sustainability of Alberta’s economy. The Landmark Group Centre for Value Improvement provides the tools, strategies, training and support to help organizations successfully implement any process improvement initiative, utilizing a blend of Lean, Six Sigma, Business Process Management and Environmental Awareness as per International Organization for Standardization (ISO) tools to achieve improved productivity. Six Sigma Canada Inc. is providing industry knowledge to support NorQuest College’s initiative.
  6. 6. Aligning to College Plans Started in 2011 the College identified Process Design and Improvements as a key initiative. Creating a Centre allowed for internal improvements to take place with the future idea of developing lean/six sigma programming for students. The Centre would also contribute to the school and region external training, and applied research solutions. These concepts align with the College’s 5 areas of focus: 1. Maximize College effectiveness, quality and funding 2. Rationalize College programs on the basis of workforce relevance or economic impact/contribution 3. Build and leverage investor/partner relationships for the purpose of innovation 4. Build a College brand consistent with a focus on workforce development, advancement and customer value 5. Align staffing and human resource strategies with the Strategic Plan, Comprehensive Institutional Plan and Five Areas of Focus Aligning to educational strength in Health & Business, the LGCVI expands programming, reduces waste, improves customer experiences and returns financial resources to the College to operate with. Targeted 3 Process Improvement Initiatives 2011/12 and exceeded dramatically by implementing 6 (2011-12 annual report)
  7. 7. The LGCVI Approach We implement our strategy by focusing on four interrelated services: Value Improvement Program (VIP) – in the fall of 2011, the S&I Division formally launched the VIP to support process improvement at NorQuest. This concept was used (and will continue to be used) to achieve key categories of the President’s Contribution Agreement. To be truly successful, this requires a fundamental cultural transformation at NorQuest. Business Development – to explore and develop continuing education and support for external business clients. This also includes exploring the development of a shared service for all Alberta post-secondary institutions. Credit Program Development – to explore and develop credit programming to be offered at NorQuest. Applied Research – to support/conduct applied research on process improvement related topics. The LGCVI purpose is to empower our people to find solutions, eliminate waste and improve the quality of our services and relationships with our customers/students. Internal VIP Program External Training Applied research Credit Program development
  8. 8. Training to Empower People The Landmark Group Centre for Value Improvement is the provider for all Lean and Six Sigma training within the College. To date, training programs have been offered at no cost to internal departments to improve processes, eliminate waste, reduce defects and provide exemplarity customer service to current and prospective students and college wide stakeholders. 778 386 NorQuest Staff Total Trained 33 65 1 11 56 220 0 50 100 150 200 250 Champions PDCA Black Belt Green Belt Yellow Belt Intro Internal Participants
  9. 9. LGCVI Training Approach Provide staff with training in yellow belt, green belt and they leave with a clear work plan Provide lunch and learns, support meetings with MBB and GB, refresher workshops to support the completion of work plans Celebrate successes in annual report out and utilize staff to support future projects Roadmap for staff to follow as they use the tools For all tests: P-Value>0.05 Fail to Reject Ho (Null) P-Value<0.05 Reject Ho Hypothesis Testing Roadmap Hypothesis Testing Roadmap Two-Sample T-Test (Variances Not Equal) Two-Sample T-Test (Variances Not Equal) Two- Sample T-Test (Variances Equal) Two- Sample T-Test (Variances Equal) Contingency Table (2) Contingency Table (2) One Way ANOVAOne Way ANOVA Test For Equal Variances (Bartlett’s>2) (f-test 2-samples) Test For Equal Variances (Bartlett’s>2) (f-test 2-samples) One Sample Test of Proportions One Sample Test of Proportions Attribute DataAttribute Data Normal DataNormal DataNormality TestNormality Test Continuous DataContinuous Data Non-Normal DataNon-Normal Data Test For Equal Variances “Levene’s Test” Test For Equal Variances “Levene’s Test” Two or More SamplesTwo or More Samples Ho: P1 = P Target Ha: P1  P Target Stat>Basic Stats> 1 Proportion Ho: Two Factors are INDEPENDENT Ha: Two Factors are DEPENDENT Stat>Tables > Chi-Square Test Ho: 1 = 2 =  Ha: At least one is different Stat>ANOVA>one way One Sample T-TestOne Sample T-Test One Sample Ho: 1 =  target Ha: 1  or < or >  target Stat>Basic Stats> 1 sample T Ho: 1 = 2 Ha: 1  or < or >  Stat>Basic Stats> 2 sample T (Select Assume Equal Variance) Ho: 1 = 2 Ha: 1  or < or >  Stat>Basic Stats> 2 sample T (Deselect Assume Equal Variance) Ho: Data is normal Ha: Data is NOT normal Stat>Basic Stats> Normality Test (Use Anderson Darling) Ho:  1 =   =  3… Ha: At least one is different Stat>ANOVA>Test for Equal Variance Testing Variance with Stacked Data Two or more samples One Sample (sign test) One Sample (sign test) Ho: M1 = M target Ha: M1M target Stat>Non parametric> 1 sample sign (OR) Stat> Nonparametric > 1 sample - Wilcoxon Ho: M1 = M2 = M3… Ha: At least one is different Stat>Nonparametric> Mann Whitney (2 samples) OR, Stat>Nonparametric> Kruskal Wallis (>2 samples, stacked) OR Stat>Nonparametric> Moods Median (>2 samples, stacked) OR Stat> Nonparametric> Friedmans One Sample Two Sample Test of Proportions Two Sample Test of Proportions Ho: P1 = P2 Ha: P1  P2 Stat>Basic Stats> 2 Proportions 2 or more samples 2 or more samples Categorical X Variable Y 2 Samples One Sample Two Samples >=Two Samples Paired T-Test (Paired Data) Paired T-Test (Paired Data)Paired Data (run normality on differences, test for equal variances not req’d) Ho: d = 0 Ha: d  or < or >  d=population mean of the differences 0 =hypothesized mean of the differences Stat>Basic Stats> Paired T 2 Samples Ho:  1 =   =  3… Ha: At least one is different Stat>ANOVA>Test for Equal Variance Testing Variance with Stacked Data Rev. date Jan. 21, 2002 CorrelationCorrelation Ho: No Correlation Ha: Correlation Stat>Basic Stat>Correlation RegressionRegression Ho: Coefficients Not Significant Ha: Coefficients Significant Stat>Regression > Fitted Line Plot; OR Stat>Regression>Regression Store Residuals; Look at R2 value Stat>Regression > Residual Line Plots
  10. 10. Value Improvement Program Project Approach Innovation and Design Projects (3012 months Complexity Innovation and Design Projects (5->12 months) Complex Cross Functional Projects (5-8 months) Rapid Improvement Projects (3-5 months) Just do it (<8 weeks) Academic Advising Tuition Revenue Allocation Student Advising - Intake Contract Management – Revenue Contract Procurement Time Tabling Contract Management – Payable Contracts The Value Improvement Program (VIP) services can be delivered in four ways: Just Do it’s - Projects that can be done by LGCVI trained NorQuest staff. Quick wins. Rapid Improvement – Training is provided by VIP Process Improvement Consultant(s). The project teams or individuals facilitate their project, produce the deliverables and implement the business solutions. The VIP team may provide Quality Assurance review as required. Complex Cross Functional Projects – training and facilitation are provided by VIP Process Improvement Consultant(s). The cross functional project teams produce the deliverables and implement the business solutions (i.e. “Collaboratives”). Innovation and Design Projects – training, facilitation and project delivery is fully supported by VIP Process Improvement Consultant(s). The cross functional collaborative project teams implement the business solutions. Full service support may be customized as required. The LGCVI provides 3 levels of service directly to NorQuest staff 1. Self Service – training is provided by VIP Process Improvement Consultant(s) or through publicly available courses. The project teams or individuals facilitate their project, produce the deliverables and implement the business solutions. The VIP team may provide Quality Assurance review as required. Recommended for: Just-Do-It projects (project time: up to 3 months). 2. Facilitated Service – training and facilitation are provided by VIP Process Improvement Consultant(s). The cross functional project teams produce the deliverables and implement the business solutions (i.e. “Collaboratives”). Recommended for: Rapid Improvement Projects (project time: 3-5 months) 3. Full Service – training, facilitation and project delivery is fully supported by VIP Process Improvement Consultant(s). The cross functional collaborative project teams implement the business solutions. Full service support may be customized as required. Recommended for: Innovation and Design Projects (project time: 12+ months); Complex Cross Functional Projects (project time: 5-12 months).
  11. 11. CONTROL Lean Six Sigma and Business Process Management Tools  Context models, business case, narrowed project scope, primary & secondary metrics, project team, Pareto  COPQ, timeline, fishbone, SIPOC, 5 Why Analysis  Work plan, risk assessment, stakeholder DEFINE 1 MEASURE ANALYZE IMPROVE  Solutions matrix, pFMEA recommended actions  Error proof process, standardized work control plans, transition plan, Level 4 process maps  Defined customer requirements, I/O matrix, pFMEA, measurement system analysis, paper kaizen  Data collection requirements, calculated sigma level  Graphical analysis, hypothesis testing, narrow the X’s to vital few (2-6) 2 3 4 5As NorQuest VIP teams move through DMAIC - all tools are documented on report outs
  12. 12. Sustaining the Gains at NorQuest Signed off Control Form Quarterly process audits Recognizing Continuous Improvements Transition Plan with Impact Analysis The project is signed off to the Internal NorQuest Process Owners. Level 4 process maps, control plans, detailed transition plan with impact analysis are all created by the subject matter experts. The NorQuest Process Owner maintains visual boards in their areas to monitor key measures for 12 months, at a minimum. The VIP program at NorQuest sustains improvements by empowering and training staff who do the work, to improve the work and sustain with continuous support from the program Huddle boards
  13. 13. Project Highlights 2011-12 Total Savings 2011- 12 $486,000 Project Celebration Report Outs to Staff September 2012 Tollgate Review Report outs to Staff with improvements completed and next steps May 2012 Kick Off Training Yellow Belts and Green Belts. Projects met 1.5 days per week on average Jan 2012 Identify projects that align with CIP, train Champions, scope projects Oct 2011 to Jan 2012 Project identification and Scoping & Team Training Fund Development 2 projects New process flow and software tool. standardized management of prospect accounts and account information $45K Savings Redesigned process Intake Lead Time Reduction Reduced number of scheduled appointments for Students from 2 to 4, eliminate rework, improved Students experience $140K Savings Lead Time 22.71 days to 9.5 days Phone Lines Defect Reduction Modify workflow increasing 1st call resolution from 24% to 64%, reduce call CT from 6 min to 1.4 min $66K Savings DPU from 0.82 to 0.0 Procurement Lead Time Reduction 124% improvement accurate requisitions, 23% LT improvement order to completion, 24% improvement LT order to payment $41K Savings 23% LT improvement Academic Advising Defect Reduction standardized key functions and processes, removed rework and duplication, new attendance process, control plan increased savings by an additional $64K $194K Savings DPU from 1.05 to 0.53
  14. 14. Project Highlights 2012-13 Total Savings 2012-13 $434,269 Project Celebration Report Outs to Staff September 2012 Tollgate Review Report outs to Staff with Improvements Completed to Date May 2012 Kick Off Training Yellow Belts and Green Belts Projects with built in mentorship from MMB and BB July 2012 Identify projects that align with CIP, train Champions, scope projects March to June 2012 Project identification and Scoping & Team Training Lab Standardization Standardized key functions and processes, created procurement strategy and standardized six Practical Nurse Labs $175K Savings DPU from 1.05 to 0.20 NEOS redesigning how staff access library services by increasing access to resources, improving delivery of resources and reducing expense to college $60K Savings Enrolment Lead time Reduction by improving communication, standardize process and training program for staff Reduced lead time by 26 days Enrolment AU Defect Reduction reduced process steps from 68 to 12, provided choice to students, utilized PeopleSoft more effectively, reduced hand offs $12,987 Savings DPU from .30 to .15 On Line Testing reduced 31 different staff touching the process to 1, standardized exam policies and procedures, standardized process, forms, created revenue stream for college $89K Savings DPU from 0.21 to .001 Asset Management Phase I completed 80% inventory count, develop standardized processes with controls 33K Savings
  15. 15. Reporting at all Levels 81.2 72.3 80.8 2010-11 2011-12 2012 -13 Internal Staff Satisfaction scores Improvement of staff satisfaction to pre-challenge levels since VIP program implemented Click to view one project staff report outExecutive Reporting •LGCVI Dashboard - quarterly •Project Summaries - monthly •Internal Client Survey on LGCVI Services - annually Leadership Reporting •Project Summaries - monthly •Tollgate Report Outs – bi annually •Celebration Report Outs - annually •NorQuest Newsletter – every two months •Internal Client Survey on LGCVI Services - annually Staff Reporting •Tollgate Report outs – bi-annually •Celebration Report Outs - annually •NorQuest Newsletter – every two months •Visual Dashboards on key project metrics - daily •Process Audits by staff who do the work - quarterly •Project repository for sharing project documents Total VIP program savings for two years: $ 920,269
  16. 16. Contact info Carolyn Selin Principal – Landmark Group Centre for Value Improvement 780.644.5964 carolyn.selin@norquest.ca Thank You

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