Process Improvement Overview

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Advising: Process Mapping
and Improvement Plans
Overview and Proposal to
Committee on Academic Advising
Chet Labedz, 2011
Personal Background, Interest
• B.A. Math & Philosophy (Boston College), J.D. (U.
Michigan), M.S. Taxation (Boston University), M.S. &
Ph.D. Org Behavior (BC)
• Process / systems mapping exposure &
experience:
• Law / industry career (22 years) in HR, to VP
Administration & HR @ mid-sized company, etc.
• System dynamics training @ MIT Sloan.
• Pre-doc research: Lean systems @ MIT
• Personal advising interest: Form ABCD.xls.
Improvement: Motives & Means
 Why? What’s “broken”?
• Possible goals = process clarification,
correction, simplification, acceleration,
and/or innovation.
 Who? Committee, champions, opponents?
 What? Scope of changes? Pull vs. Push.
 How? What assets available to accomplish:
process mapping & recommended actions?
 When? Fastest responsible timeline?
1. Process Data: Collection
A. Identify “targets”:
1. espoused objectives of Advising Process (?)
2. “nagging issues”, disconnects, large or small.
•
“pull” (voluntary) vs. “push” (mandated) approach.
3. boundaries for: data collection and likely action.
B. Collect data on existing situations:
1. obtain and examine current documentation.
2. identify “qualified” stakeholders:
•
•
Interview (recorded) or survey them.
compile their inputs
2. Process Mapping
C. Identify the sequential steps, connections &
dependencies of the Process.
1. common in Engrg. & Tech., and in Ops. MGT.
2. usually begin with macro-level map.
D. Develop Process Maps of current data.
1. classify workflows, methods, symptoms & strengths.
2. break major parts into ordered component steps.
3. use common symbols to denote similar elements
within charts; usually computer-aided (e.g., Visio,
Vensim).
3. Process Improvement
E. Highlight problematic outcomes, trends.
1. Seek out underlying problem(s), root causes.
F. Propose tentative process changes.
1. Project & “trim” unintended consequences of these.
G. Propose process changes for implementation:
1. Identify implementation timeline, measurables.
2. Provide / obtain resources, and implement.
3. Test new, before withdrawing current, process.
H. Continuous improvement: evaluate, re-start.
Sample icons: Visio & Web
Registrar's
Change of Major Form
Dept Secr
Transcript
MGT Form 5
BusMinor f or
Non-SoB
MGT Chair
MGT Form 5
BusMinor f or
Non-SoB
3 of 4 200-level
business
Data Collection, Analysis
• Carefully review documentation in use.
– E.g., MGT Form 5 (paper)
• List explicit and implied actions within
documentation.
– E.g., MGT Form 5 “current” analysis in XLS.
• Interview “qualified” stakeholders.
Sample Current “String Drawing”, in Vensim
19, 37, 38. complete
approved courses &
prereqs., C-, 2.0
grading
16, 25, 30, etc.
email confirm
33. enroll
Registrar
29, etc. overrides
39, 40. unspecified
5, 20-2, 24-5.
Transcripts 1,
2, 3+ (paper)
26. ID, etc. intended U.D. course
2. Regist. form
(paper)
Student
34, 5. unspecified
non-enroll
8. advisor I.D.
MGT Chair
6, 17, 18, 23, 31-2.
unspecified
MGT Secr
1, 7. inquiries re
minor, advisor
36. intent to change
MGT Form 5
11. meeting,
advice
12 - 14.
MGT Form 5
27, 28. Review ID,
Form 5, Transcript
9, 10 appt.
request/make
MGT
Advisor
Current state: solid = physical;
dashed = electronic;
x-hatch = delay
Minor in Business (MGT) for
Non-Business Major: Current
Sample: Possible Process Improvement Drawing
13, 24. complete approved
courses & prereqs., C-,
2.0
25, 26. unspecified
grading
Registrar
19. enroll
17, 23. Review (some/all)
ID, Minor page, Transcripts
(?)
13, 18. approvals,
overrides
3-5, 16. Print &
deliver transcripts
ID, etc. intended
U.D. course
2, 9, 10, 12, 18.
Minor page
(shared, electronic)
Student
20, 21. unspecified
non-enroll
1. inquiries re
minor, advisor
22. proposed
revision
5, 15. unspecified
MGT Chair
10. data access,
review (human/system)
6. input minor & advisor
I.D. rules, exceptions
11. appts., approvals,
reviews, changes
8. appt. request,
data
MGT Secr
10. meeting,
advice
MGT
Advisor
Minor in Business (MGT) for
Non-Business Major: Possible
Fastest Responsible Timeline?
A.
B.
C.
D.
E.
F.
G.
H.
Identify “targets” / obtain “approval”, resources
Collect data on existing situations
Identify sequential steps
Develop Process maps
Identify root causes of problems
Identify tentative Process changes
Make proposals for implementation
Plan for, pursue continuous improvement
References
• Kamauff, Manager’s guide to operations
management (2010)
• Schonberger & Knod, Operations management:
customer-focused principles (6th ed., 1997)
questions: [email protected]
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