Lean Thinking in Higher Education
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The document discusses lean thinking in higher education, emphasizing the importance of customer satisfaction and identifying five common areas of waste, including excess inventory, waiting, transportation/motion, over-processing, and quality defects. It presents tools and strategies for streamlining processes, such as process mapping and sprint initiatives, alongside useful resources for further learning. The goal is to eliminate inefficiencies and enhance service delivery within educational institutions.
Lean Thinking in Higher Education
- 1. Lean Thinking in Higher Education
- 2. In higher education, customer satisfaction IS the product.
- 3. Waste, from the perspective of the customer, is anything they wouldn't want to see on an itemized bill.
- 4. "Unlike in factories, where idle workers and stacks of inventory are clear signs of broken processes, waste is usually hidden when it comes to services. It tends to lurk between functions, departments, or processes so companies only see glimpses of the problem.“
- 5. 5 COMMON AREAS OF WASTE
- 6. Excess inventory “Producing goods or services that don’t meet customer demands. Or stored work-in-progress, that is not generating value but is incurring costs.” 1
- 8. Waiting “Work-in-progress that is stalled until the next process step is available” 2
- 9. Launching a marketing campaign • All the following have to happen in the right order • Landing page • Tracking codes • Ad targeting • Ad messaging • Ad imagery Launch Ad targeting Ad Imagery Landing page
- 10. Waiting • 4-7 signatures are required to approve each class. • Waiting for paperwork to make its way around campus
- 11. Transportation/Motion “Moving goods, service information, or customers more than absolutely necessary. Or moving resources, people, equipment, to the place they're needed.” 3
- 13. Streamlining online enrollment Visits % of Total Total visits to website 39,110 Entering enrollment process 1,536 3.9% Completing enrollment process 1,060 2.7% Completing online payment process 298 0.8%
- 14. Streamlining online enrollment Visits Exit rate Step 1: Completed Enrollment 1,060 37% Step 2: Clicking Payment button 666 4% Step 3: Viewing Payment Verification 642 17% Step 4: Viewing Payment Confirmation 533 38% Step 5: Clicking Yes to Pay 332 10% Step 6: Completing Online Payment 298
- 15. Over-processing or Over-production “Duplicate or inefficient activities due to poor product and service process design. Or producing or doing things before they're actually required” 4
- 16. Reports that nobody reads
- 18. Quality defects “Identifying, qualifying, and fixing mistakes” 5
- 20. Quality defects
- 22. 5 Common Areas of Waste 1. Excess inventory 2. Waiting 3. Transportation/Motion 4. Over-processing or overproduction 5. Quality defects
- 23. 3 LEAN TOOLS
- 24. Process Mapping1
- 25. Process mapping 1. Individually interview managers and team members using process and write down each step in order 2. Visually document current process 3. Identify areas of confusion or inconsistency 4. Work with team to redesign process 5. Visually document revised process 6. Review new process with team members to ensure consensus
- 26. Before After
- 27. Mapping a process: Course approval process Generate paperwork O&E signature Department head signature General education signature Study Group signature Associate Dean signature Dean signature O&E signature Instructor agreement signature Study Group signature O&E signature Payment form generated O&E signature University programs signature Academic Affairs budget signature HR Payroll
- 31. Kanban boards3
- 32. • FIND PICTURE OF JMH KANBAN BOARD
- 33. WRAP-UP
- 34. Helpful resources • http://wap.business-standard.com/article/management/lean-principles-for-services- 112122400111_1.html • http://www.stratform.com/lean_services.htm • http://www.processexcellencenetwork.com/lean-six-sigma-business- transformation/columns/8-wastes-of-lean-manufacturing-in-a-services-conte/ • http://www.kunocreative.com/blog/bid/77225/Learning-to-Become-a-Lean-Inbound- Marketing-Agency • https://www.bcgperspectives.com/content/articles/media_entertainment_marketing _cutting_complexity_adding_value_efficiency_effectiviness_digital_advertising/#cha pter1 • https://www.st-andrews.ac.uk/liu/ • https://zapier.com/blog/kanban-board/
Editor's Notes
- #2: Jon and Sarah
- #3: (Jon)
- #4: Sarah
- #5: Sarah
- #6: Jon Review Lean as an approach and relate it to higher education Lean is essentially a process for eliminating work that doesn’t add value for customers or eliminating things that detract from the value for customers
- #7: Sarah
- #8: (Sarah) Courseware that is stored
- #9: (Sarah) Opportunity costs of offering programs that aren’t generating (m)any enrollments Unfilled seats in a course is excess inventory Courses/Certificates/Degrees developed without an existing audience or no real demand. Cancelling a program has additional real costs as well (rooms not being used, faculty upset because of lost revenue, frustrated students who had enrolled).
- #10: (Jon)
- #11: (Jon)
- #12: (Sarah)
- #13: (Sarah)
- #14: (Sarah) Explain process of student registration for an individual course
- #15: (Jon) 5 month period Website – making customer click too many times to achieve a goal
- #16: (Jon)
- #17: (Sarah)
- #18: (Sarah) RN-BSN Spreadsheet emailed every Friday Producing reports that nobody reads
- #19: (Jon) The problem: email inquiries often ask the same questions over and over, requiring advisors/recruiters to write similar responses dozens of times – in response, we’ve developed email templates answering common questions
- #20: (Jon) (prevent issues before they happen) Quality control in contract negotiations – set all terms so that one partner can’t win and the other lose – JMH never sets up a situation where we can win at our client’s expense Difficult registration processes Difficulty accessing online programs
- #21: (Jon) (prevent issues before they happen) Inconsistency in marketing campaign settings – make sure deviations are intentional, not accidental Quality control in contract negotiations – set all terms so that one partner can’t win and the other lose – JMH never sets up a situation where we can win at our client’s expense Difficult registration processes Difficulty accessing online programs
- #22: (Jon) (prevent issues before they happen) Quality control in contract negotiations – set all terms so that one partner can’t win and the other lose – JMH never sets up a situation where we can win at our client’s expense Difficult registration processes Difficulty accessing online programs
- #23: (Sarah) Sarah can’t see course evaluations – If brought to her attention, would talk with instructor and/or department head (faculty not showing up, faculty not teaching what is on the syllabus, unclear expectations by faculty)
- #24: (Sarah)
- #25: (Jon)
- #26: (Jon) Why create a process map? Why is it useful?
- #27: (Jon) Explain value stream mapping process that JMH uses Alternate example: student trying to register for course on JMU campus
- #28: (Jon)
- #29: (Sarah) Example of process mapping: Course approval process Alternate example: student trying to register for course on JMU campus
- #30: (Sarah) Explain sprint initiatives as short-term, focused specific initiatives. Here is an example of something we were able to accomplish during a sprint last summer.
- #31: (Sarah) Summer mini-strategic teams – group of cross-functional teams focusing on specific problem for short period of time. 10-20 small short-term projects they wouldn’t normally get done, but are important. Marketing planning for the year Rebuilding punch list Updating academic policies eSignatures
- #32: Jon – Spring-Summer Spring Initiatives Don’t do this forever – be ready for these to end
- #33: (Jon)
- #34: (Jon)
- #35: Sarah