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Process Improvement at the University of York Session2a – Tim Franklin

Process Improvement at the University of York Session2a – Tim Franklin. Making it easy. Using our Vision, Strategy and Medium Term Planning to inform our business and process change agenda. Warning!. Some changes can / will be tactical but most should be strategic

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Process Improvement at the University of York Session2a – Tim Franklin

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  1. Process Improvement at the University of YorkSession2a – Tim Franklin Making it easy....

  2. Using our Vision, Strategy and Medium Term Planning to inform our business and process change agenda..

  3. 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

  4. Take care...as the scope expands so does the risk! From JISC Infokit – process review

  5. 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

  6. Why review processes? • Increase effectiveness • Reduce waste (rather than cost) • Enable scalability • Increase capacity • Enter new markets • Increase revenues

  7. Planning for Process Review Prioritising issues for review

  8. 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

  9. 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?

  10. 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?

  11. 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’

  12. For process change to be culturally enabled... • Train your teams • Empower your teams • Trust your teams • Monitor your teams

  13. Help your teams to... From JISC Infokit – process review

  14. Getting started on a process change initiative...

  15. Overview of the process of change... Effective change cycle

  16. Improving processes...

  17. University of York...A typical approach to process review 2 linked workshops

  18. Agenda (1) • Introduction • Introductions • Why are we here - background? • What is a business process? • What are the business drivers for this review • What is ‘in’ & ‘out’ of scope? • What are the problems we are trying to resolve? • Student / applicant view • Academic / departmental view • Support office views • Institutional view • What do the ‘customers’ want from the process – the desired outcomes? • Student / applicant view • Academic / departmental view • Support office views • Institutional view

  19. Agenda (2) • Is there common ground / what will be our measures of success? • Common core principles or desired outcomes • ‘Nice to achieve’ outcomes • Mapping the existing processes • Some ‘Blue Sky’ thinking and ideas for change - Are there other ‘good practice’ examples we can draw upon? • Developing the changes – new process design • Short-term / tactical quick fixes • Long-term / strategic • Planning the changes • Next steps

  20. 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/casestudies.html

  21. For further details and /or an informal discussion.... • For further information visit our website at: • http://www.york.ac.uk/admin/po/processreview.htm • 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

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