Six Sigma The Illinois Central College Way

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Six Sigma The Illinois Central College Way

• CQIN Summer Institute
• San Antonio, TX
• August 5-8, 2007

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What youll hear about today

• Overview of Six Sigma
• How Six Sigma relates to the 4 Ps
• - Philosophy
• - Processes
• - People Partners
• - Problem-Solving
• Six Sigma Results

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What is Six Sigma?

• A comprehensive and flexible system for
  achieving, sustaining, and maximizing business
  success.
• Six Sigma is uniquely driven by a close
  understanding of customer needs, disciplined use
  of facts, data, and statistical analysis, and
  diligent attention to managing improvement and
  reinventing business process.
• Pande, P.S., R.P. Neuman, R.R. Cavanagh (2000).
  The Six Sigma Way. New York McGraw-Hill.

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Six Sigma

• Fosters a culture of continuous improvement
• Is focused on customer requirements
• Integrated with institutional strategy
• Increases cross-divisional collaboration
• Builds decision-making skills of employees
• Establishes a uniform method for solving complex
  problems

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DMAIC Process
Define
Measure
Analyze
Improve
Control
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What do we expect to gain?

• Achieve our institutional goals
• Improve organizational effectiveness
  capabilities
• Establish an effective structure and common
  language for solving problems
• Improve the value we bring to those we serve

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The Six Sigma Organization
All Employees

• Understand vision
• Apply concepts to their job and work area

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Successful Deployment Includes

• Committed Leadership
• Full-time black belts
• Recognition/Incentives accountability
• Strategy alignment
• Gathering the voice of the customer
• Quantifiable measures
• Process thinking

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ICC Has a Philosophy of Continuous
ImprovementPrinciple 1 Philosophy as the
Foundation

• Leadership owns and participates in Six Sigma
  initiatives
• Dedicated black belts
• Managers expected to identify and map their
  processes, identify improvement opportunities and
  measure effectiveness

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Map Process
Identify Process Measures
Identify Process
Make Process Improvements
Collect Data
Monitor Process
Identify Problems
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Improving Processes at ICCPrinciple 2 The
Right Process Will Produce the Right Results

• Student Learning Processes
• Advisement Course Placements Orientation
• Outreach Processes
• Prospective student follow-up Grade reporting
• Customer Service Processes
• Financial aid awards Grade communication
• Processes Related to Value
• Retiree health insurance Travel Payroll

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Health Careers Admission Process
30 attrition
Problem
Is this a value added step?
20 attrition
Goal
Is it a value added step now?
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Financial Aid Processing and Awarding
Problem
147 days
147 days average for 2207 students (Standard Dev.
54.3 days)
Goal
69 days
First Year FA Staff Improvement Goal Reduce
defects by 50
Result
70 days
First ISIR to FAN 70 days Last ISIR to FAN
34 days (as of 1/31/07 5243 records) Actual
Improvement 52 Reduction in defects.
The Dashboard creates visual control of the
process
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Comprehensive Six Sigma TrainingPrinciple 3
Add Value by Developing Your People and Partners

• Training is an investment in people
• Training involves skill training and culture
  training
• Black and green belts conduct yellow belt and
  manager skill training
• Six Sigma participants
• Use the skills.teach the skills!

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How many employees have been developed?
Over 700!
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How many training hours does this entail?
Over 10,000!
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ICC Searches for Root CausesPrinciple 4
Continuously Solving Root Problems Drives
Organizational Learning

• Use data not your gut feeling - to make
  decisions
• Analyze root causes for identified problems
• Build a culture that STOPS to fix problems
• Learn to measure and monitor your processes

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Should a student be placed in Composition 110 or
Composition 105?
Students placed based on threshold Compass
English score
61-71 success rate
Current Practice
Our gut says this is a reasonable thing to do
Data says
Students with threshold Compass Reading score
71-79 success rate
Compass Reading score better predictor of success
Students placed based on threshold Compass
Reading score
Improved Practice
Data says this is the right thing to do
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Data said Mileage reimbursement costs high

• Why are mileage costs high?
• -Employees drive personal vehicles
• Why do employees drive personal vehicles?
• -It is easiest thing to do
• Why is it easiest alternative?
• - No college vehicle rental takes time
• Why does rental take time?
• There is no vehicle rental process

Focus on Feasibility of college vehicle
rental process
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Six Sigma Results

• Average time to award financial aid 70 days
  (previously 147 days)
• Advisement dashboard provides one-stop
  information resource and a data collection tool
• Average turnaround time on student refund checks
  5 days (previously 19 days) and staff time
  reduction of 41 days per year
• Over 50 of students can access grades a week
  sooner than before
• First year financial savings of 73,778

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Six SigmaThe ICC Way

• Its more than an improvement methodology, its a
  philosophy of change
• Its a leadership development tool
• Builds confident leaders who use data to make
  decisions
• Involves employees throughout organization in
  cross-functional collaborative efforts

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• Questions?