AQIP Quality Checkup Visit Six Sigma

1
AQIP Quality Checkup VisitSix Sigma

• Annette McIver
• Project Coordinator
• Human Resource Development/ SkillsMAX
• March 14, 2008

2
What is Six Sigma?

• A set of tools to help improve the quality of
  services while lowering costs
• A measure of quality
• A collection of statistical tools
• A problem solving process

3
Why Does LCCC Need Six Sigma?

• Health Care spending is up
• State spending for Higher Education is down
• Future State spending may depend on demonstrating
  efficiency improvements
• The Decade Challenge pushes us to do more with
  less funding

4
(No Transcript)
5
Six Sigma at Lorain County Community College

• The Lean Six Sigma Institute was established in
  2005 to manage and coordinate internal Six Sigma
  training, projects, and initiatives that examine
  process performance and develop new, more
  efficient processes.
• Each academic year, the Administrative Leadership
  Team (ALT) collaborates to select three to five
  projects.

6
Project Selection

• Selection Criteria
• Increased Customer Satisfaction
• Savings of at least 20K
• Achievable
• Implementation Process
• Project ideas from Operations Systems Review
  (OSR), Continuous Improvement Council (CIC), ALT,
  and the campus at large are screened according to
  pre-determined criteria
• ALT selects the top 3-5 projects and identifies
  team members
• Team is notified and training is scheduled.

7
Green Belt Training

• Six Sigma Project Teams are formed to apply the
  Six Sigma methodology to a specific problem.
  Teams apply the principles of Six Sigma to an
  actual project.
• Training is spread out over the 3-5 month period
  and follows the DMAIC approach.
• Define (project charter, scope)
• Measure (process mapping, data collection)
• Analyze (what is the data really telling us?)
• Improve (specific recommendations based on data)
• Control (keeping the change sustainable)

8
Project Update Sessions

• Twice during the process, Six Sigma teams report
  their findings to the campus community to gather
  input, get feedback and invite participation.
• These sessions are held after the Measure and
  Analyze phases.

9
Progress as of 3.14.08

• 11 projects
• 56 employees trained in Green Belt Skills
• 2 employees trained in Black Belt
• Cost Savings 320,000.00

10
LCCC projects

• First Wave Projects 11.05-3.06
• ISS Service Contracts
• Status Completed. Savings 114,715
• Mechanical Service Contracts
• Status Implemented. Projected savings 125,144
  (first year) ongoing cost reduction of 165,861
• Non-credit Course Delivery
• Status Completed. Recommendations on profit
  margin adopted (revenue generation vs. cost
  savings)
• Attendance Verification
• Status On hold. Waiting for Enterprise Resource
  Planning (ERP) implementation
• Employment Contracts Automation
• Status On hold. Waiting for ERP implementation

11
Projects continued

• Second Wave Projects 10.06-4.07
• Student E-mail Addresses
• Status On Hold. Waiting for ERP implementation
• Print Management
• Status Ongoing
• Office Supply Standardization
• Status Implemented 3.08. Projected savings
  20,000.00/year
• Stocker Center Facility Usage
• Status Completed. Revenue generation vs. cost
  savings space redesign led to 2 new shows being
  added this year 3 planned for next year

12
Projects continued

• Third Wave Projects 6.07-3.08
• Energy Management
• Status Ongoing. Bids out for Strategic Energy
  Assessment to identify priorities and ensure
  compliance with state laws.
• Hiring Process
• Status Recommendations submitted to ALT for
  discussion and approval
• Approval Process
• Status Ongoing. Initial project scope changed
  team will convene to look at with different scope

13
What Other Initiatives Are Linked to Six Sigma?

• OSR - Departmental/division focus
• Process Automation Quick Hit/High Value
• Academic Transformation Improving Teaching
  Learning while reducing costs
• Six Sigma - Processes and systems that dont
  reside in one organizational unit
• Continuous Improvement Council Clearinghouse
  for improvement ideas

14
Barriers Encountered/Lessons Learned

• Time commitments and competing priorities (ISS
  gets hit particularly hard)
• Charter development (Suggest VPs craft initial
  project charter language so that selected team
  members are clear about the charge and goal)
• Lack of Patience with the DMAIC Process
• Killing the Messenger (Coming up with the right
  answer vs. the real answer)
• Lack of Consistent Excel Skills (Working with
  Sydney Lancaster to develop a campus-wide
  multi-level excel training program)
• Lack of faculty input/buy-in (e.g. automation of
  grades verification)

15
Discussion