Lean in St Andrews: 3 years on

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

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

3. 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 University of St Andrews

4. The problem…… University of St Andrews

5. 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 University of St Andrews

6. 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 University of St Andrews

7. 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 University of St Andrews

8. 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! University of St Andrews

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

10. 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 University of St Andrews

11. Days taken / Days released 2000 1800 One-off staff days 1600 taken Recurring staff days 1400 released 1200 Staff Days 1000 800 600 400 200 0 2006-2007 2008 2009 Year Benefits University of St Andrews

12. Notable Successes University of St Andrews 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. 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 University of St Andrews

14. 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” University of St Andrews

15. 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 University of St Andrews

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