Organizational Excellence & Lean Initiatives at UC Riverside April 26, 2016 1
Overview Vision Strategy Impacts Q & A 2
Our Vision 21 st Century National Model of Excellence “To be a preeminent research university that epitomizes excellence in all that we do.” “UCR 2020: Path to Preeminence”
“UCR 2020: Path to Preeminence” Academic Access Diversity Engagement Excellence Serving as a National Developing a Enhancing Opportunity Shaping our World Exemplar for Diversity, Preeminent Research for Graduate, Inclusiveness, and University for the 21 st Professional, and Community Century Undergraduate Students
Our Path Roadmap for Change Preeminence - AAU member profile - student to faculty ratios - “Finish in Four” Reshaping and Faculty Research, Scholarship and Growing Enrollment Growth Creative Activity Growth • Increase number of students to • Plan to achieve 500% increase in • Hire 300 new faculty members 25,000 students by 2020 (16% Federal C&G expenditures by increase) by 2020 (50% increase) 2020 ($40M to $200M) • Increase Graduate Students to • Partially offset faculty costs by • Increase number of PI by 50% represent 88% of student growth recruiting an additional 1,500 non- resident students by 2020 (170% • Plan for 240% growth in • Increase PhD students by 74% increase) expenditures per PI Foundation of Organizational Excellence • Professional & Leadership Development • OE Workgroups • UC Path Collaborative Leadership Streamline Business Process (e.g. T&E Reimbursement) • IT Rationalization Culture of Collaboration & Innovation Leaders of Excellence & Distinction • Budget Redesign Book Club and Skill Building Process Standardization • Student Information System
Reshaping and Research, Scholarship Faculty Growth Growing Enrollment and Creative Activity Growth • Hire 300 new faculty • Increase number of • Plan to achieve 500% members by 2020 students to 25,000 increase in Federal C&G (50% increase) students by 2020 (16% expenditures by 2020 increase) • Partially offset faculty ($40M to $200M) • Increase Graduate costs by recruiting an • Increase number of PI by additional 1,500 non- Students to represent 50% resident students by 88% of student growth 2020 (170% increase) • Plan for 240% growth in • Increase PhD students expenditures per PI by 74% 6
Foundation of Organizational Excellence • Professional & Leadership • OE Workgroups • UC Path Streamline Business Process (e.g. T&E Development • IT Rationalization Collaborative Leadership Reimbursement) • Budget Redesign Leaders of Excellence & Culture of Collaboration & Innovation • Student Information Process Standardization Distinction System Book Club and Skill Building 7
Our Successes
Our Opportunity Reimagine Administrative Excellence Create cost effective, timely, and high quality lean services that supports UCR’s promise of becoming a national model of best-in-class administration. 9
Achieving Organizational Excellence Define the Organization’s Purpose The product or service must provide value to customers in order to prosper. Improve the Process Design and use smoothly flowing value streams that add value and eliminate waste. Encourage and Promote Collaboration Engaging every employee that touches the value streams (including support streams) to sustain and improve the flow. 10
Challenges to Organizational Excellence • Is not clearly defined in terms of solving Organization’s the customer’s problems and through Purpose customer defined value. • Are not clearly specified, outlined, Organization’s mapped and standard across the Processes organization. • Are not engaged in optimizing the whole Organization’s value stream rather than the point where People they work. 11
Organizational Excellence Speaker Series Lean Process At The University of Washington Mark Mckenzie Operational Excellence at UC Berkeley Peggy Huston Implementation & Standardization of HR Systems/Processes at City of Houston Omar Reid Continuous Improvement at the Program Management Office at UC San Francisco Mara Fellouris “ Leadership is the capacity to translate vision into reality.” - Warren Bennis
View the speaker series and additional resources at http://excellence.ucr.edu/resources/
Our Strategy Create a Lean Enterprise Organizational Excellence “OE” Student Space Budget IT OE HR UC Path Information Ongoing & Rationalization Design Redesign Workgroup Systems Planned Projects Collaborative Compensation Activity Based Streamline BP Leadership Optimization Costing Professional & Development Leadership Culture of Leaders of Performance Reports Project Collaboration & Excellence & Management Innovation Distinction (LEAD) Process Lean Training Standardization Book Club Lean Skill Building Changing Capital Payroll Staff Faculty/Staff Travel ePay Majors Across Projects & Onboarding Reimbursement Systems Recruitment Reimbursement Colleges Physical Plant Work Orders
Lean Thinking : Deliver the most value from your customer’s Lean Six Sigma perspective while consuming the fewest resources. Lean Six Sigma Organizational Excellence (Speed) (Quality) Focus on Client Satisfied Clients Focus on Client Improve service speed Higher Quality Improve service quality Eliminate waste Faster Service Eliminate variation Reduced Cost Remove non-valued steps Reduce process defects Lean Administration Streamline processes Standardize processes Increase flow of value Increase uniform output 15
Our Strategy Create a Lean Enterprise Organizational Excellence “OE” OE Workgroup Collaborative Leadership Development Streamline BP Leadership Professional & Culture of Leaders of Collaboration & Excellence & Distinction (LEAD) Innovation Process Lean Training Book Standardization Club Lean Skill Building Changing Capital Projects Staff Faculty/Staff Travel ePay Majors Across Payroll Systems & Physical Plant Onboarding Reimbursement Reimbursement Recruitment Colleges Work Orders
Our Method Lean Processes Identify the client and define value from our client’s perspective Pursue Identify Map the value stream to identify the end-to- Value Perfection end process and evaluate its performance Create flow by removing waste to increase speed and improve quality of service Map Establish execution Value Pull Stream Establish pull to allow clients to pull value from the process as needed Create Flow Pursue perfection by continuously analyzing 17 processes for improvement
Our Method Six Sigma (DMAIC) Define the business opportunity or problem to solve Measure the current state process Control Define Analyze the root cause of waste and defects Improve the process by eliminating waste and Improve Measure variation Control the process by implementing methods to sustain improved performance Analyze 18
Our Method Elements of Waste (DOWNTIME) Defects • Errors or mistakes Over-Production • Producing more than what the client needs Waiting • Idle time waiting for work or work waiting to be processed Non-utilized Resources • Under-utilizing people, processes, and systems Transportation • Unnecessary travel/movement Inventory • Excess inventory that consumes space and capital Motion • Unnecessary movement to complete a process step Extra-Processing • Doing more work than necessary to complete a task 19
Process Issues Design • Process was not designed well initially Change • Customer needs or technology changed - process did not Documentation • Process dependent on a few individuals - not documented • Process owners rarely take/have the time to review a Time process • Those working on a process don’t have a mechanism to fix Resources the process • Shadow systems, non value added supplemental Workarounds procedures, and workarounds are added over time • Department policies and procedures are often developed Performance in lieu of individual performance management 20
5S • Distinguish needed items from unneeded; Sort eliminate unneeded • Keep needed items in the correct place for easy Straighten access Shine • Keep workplace tidy Standardize • Method of making steps 1-3 a habit Sustain • Establish procedures to maintain improvements 21
IMPACT – BAS SHARED SERVICES 22
Business & Admin Services (BAS) Strategy Act with integrity in all that we do: Our People: We care for and develop our people! Our Processes: We continuously improve our processes! Our Resources: We use our resources wisely! Our Customers/Clients: We anticipate our Clients’ needs!
About Shared Services • A way of organizing common administrative and transactional activities • Focused on delivering value as defined from our client’s perspective • Activities performed by a team of highly skilled and engaged service professionals • Characterized by the application of best and leading practices, such as process standardization, process simplification, and utilization of enabling technology 24
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