Process Improvement at the University of York Session2a – Tim Franklin
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Transcript of Process Improvement at the University of York Session2a – Tim Franklin
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Process Improvement at the University of York
Session2a – Tim Franklin
Making it easy....
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Change initiatives
TheBusiness Plan
TheStrategic
Vision
Time years2011 2016
Tactical initiativesDepartmentally driven
Departmentally driven
Strategic initiatives
Info
rms
De
velo
ps
De
liver
s
Customer
needs
Employee
needs
Institutional
needsNew opportunities / sandpit output
Institutionally / Departmentally driven
Greater certainty More uncertainty
Using our Vision, Strategy and Medium Term Planning to inform our
business and process change agenda..
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Warning!
• Some changes can / will be tactical but most should be strategic
• If we make tactical decisions without the guidance of strategic oversight we will lose direction
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Take care...as the scope expands so does the risk!
From JISC Infokit – process review
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Any change initiative should ….
• Fit to the organisational strategy• Support one or more of the following:
– Improved customer experience– Improved institutional value– Improved employee experience
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Why review processes?
• Increase effectiveness• Reduce waste (rather than cost)• Enable scalability• Increase capacity• Enter new markets• Increase revenues
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Planning for Process Review
Prioritising issues for review
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Prioritising issues for review....
• Focus on:– Customers– Innovation– Creativity– Processes– People – Developing teams
of interdisciplinary change agents
• Rather than:– Rules– Regulations– Policies– Procedures– Tasks– Individuals
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What ‘Business’ factors can we use to drive decision making (1)?
• Focus on:– initiatives which will deliver change linked
to strategic plans.– where change is most needed?– business critical activities?– areas of perceived ‘high wastage’ with
potential for high levels of gain?– where user satisfaction is lowest?– statutory compliance?
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What ‘Business’ factors can we use to drive decision making (2)?
• Focus on initiatives which will deliver benefits to one or more of the:– Customers of the institution– Employees of the institution– The Institution itself (in a corporate environment
this would be represented by the shareholders)• For each initiative assess whether it:
– is easy to deliver– will provide high levels of gain / added value– will require significant investment to implement– carries a high risk e.g. is it complex and the
downsides of failure significant?
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Co-ordinating the process review agenda...
• Top-down via:– MTP – both within and across departmental
boundaries– SMG direction– Operations Group steer– Co-ordinated process review agenda and plan
• Bottom-up via:– Development of teams of interdisciplinary
change agents– Continuous development of candidate change
ideas via Administrators’ Forum and other initiatives e.g. ‘Being the Best’
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For process change to be culturally enabled...
• Train your teams• Empower your teams• Trust your teams• Monitor your teams
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Help your teams to...
From JISC Infokit – process review
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Getting started on a process change initiative...
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Overview of the process of change...
Discovery
Analysis
Design
Validation
Implementation
Integrate
Manage
Improve
Effective change cycle
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Improving processes...
Stage1 •Define the problem
Stage 2 •Discovery
Stage 3 •Analysis
Stage 4 •Propose solution
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University of York...A typical approach to process review
2 linked workshops
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Agenda (1)
1. Introduction – Introductions– Why are we here - background?– What is a business process?
2. What are the business drivers for this review
3. What is ‘in’ & ‘out’ of scope?
4. What are the problems we are trying to resolve?– Student / applicant view– Academic / departmental view– Support office views– Institutional view
5. What do the ‘customers’ want from the process – the desired outcomes?
– Student / applicant view– Academic / departmental view– Support office views– Institutional view
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Agenda (2)
6. Is there common ground / what will be our measures of success?
– Common core principles or desired outcomes– ‘Nice to achieve’ outcomes
7. Mapping the existing processes
8. Some ‘Blue Sky’ thinking and ideas for change - Are there other ‘good practice’ examples we can draw upon?
9. Developing the changes – new process design– Short-term / tactical quick fixes– Long-term / strategic
10. Planning the changes
11. Next steps
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Examples of initiatives already reviewed...
• Admission process for students with disabilities • E-procurement • Postgraduate admissions - a case study of a University-led
process improvement project • Student registration • Student acccommodation bookings • Timetabling • Transcripts production - a case study of a local department-
led process improvement, in this case the Examinations and Graduation Office.
• Further details are available at:– http://www.york.ac.uk/admin/po/processreview/casestudi
es.html
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For further details and /or an informal discussion....
• For further information visit our website at:• http://www.york.ac.uk/admin/po/processreview.ht
m
• For help with getting started or simply to discuss your next project, please contact:– Tim Franklin or Sarah Starkey in the Planning
Office or via the website at:– http://www.york.ac.uk/admin/po/processreview/
contactus.html