Lean Continuous Improvement

1
Lean Continuous Improvement

• A Journey to Excellence
• starts with todays Management Planning Workshop

2
What is the Process Review Scope?

• This project is focussed on improving the process
  by which requests from Schools and Departments
  either for additional space, or a change of use
  to existing space, are received and processed in
  EB.
• This is the process that starts at the point at
  which
• the end user identifies a need for a change to
  their space allocation.
• -This is the process that ends at the point at
  which
• the identified space is in use, with post
  occupancy review completed to the satisfaction of
  the requestor.

3
Who are the Customers and Stakeholders?

• The recipients of the service (customers)
  Internal and External are
• Colleges and Schools
• Support Groups
• Space Users
• Students
• Premises Teams
• Design Group
• Estate Development Managers
• Let Property section
• Central Room Booking Unit
• Sustainability Office

4
Other Stakeholders are

• Space Management team
• EB Director and senior management team
• Timetabling Project team
• University Planning Section
• Space Management Group
• Estates Committee
• Central Management Group
• Finance and General Purposes Committee
• University Court
• Central University Finance Dept
• Energy Office
• External Units who lease University space
• Scottish Funding Council (EMS reports)

5
What outputs do those customers stakeholders
value?

• What do the service recipients value/expect
• A clear, simple, user-friendly, easily accessible
  process for requesting additional space or change
  of use for existing space.
• Value for money in the use of space
• Space which is appropriate for purpose, meets
  business needs and supports the activities and
  aspirations of a world-class centre of academic
  excellence.
• A clear, fair, transparent and consistent Space
  Policy
• Accurate and up to date information
• What do the stakeholders value/expect
• Value for money in the use of space
• Optimum space occupancy
• Accurate and timely reports and data
• Good peer group comparisons
• Space allocation which meets business needs
• Space allocation which meets legal requirements
• Space management procedures which support
  University objectives and strategy

6
What is our Ideal Process Vision?

• Our Ideal vision for this process (remember
  this needs to focus on delivering customer
  stakeholder value)
• An initial gateway which
• Is on the web, accessed via a Quick Link from the
  EB home page,
• Is simple to use
• Provides a single way in for space requesters
• Gives access to designated appropriate requestors
• Allows appropriate choices via eg radio-buttons/
  drop-down menus
• Supplies appropriate contact and follow-up
  information to the requestor
• Followed by
• Clear and transparent decision making criteria
  and procedures
• Clear roles, responsibilities and authorisation
  levels
• Clear communication lines with all customers and
  stakeholders
• Appropriate management and review procedures
• Resulting in
• A reduction in paperwork
• Elimination of loops and repetition
• A streamlined, user-friendly, modern, cost
  effective system

7
What would deliver our ideal vision and create
value for our customers and stakeholders?

• Knowledge and understanding of current processes.
• Confirmation of customer values
• IT support (MASS)
• Buy in from EB staff and culture change
• Buy in and culture change from School and College
  space requestors.

8
What indicators do we currently use to measure
success?

• Our Quality measures are
• Comments from annual Customer Survey
• Post occupancy reviews
• Our Delivery measures are
• Our Cost measures are
• Space utilisation and occupancy data
• Cost per m2
• Our Morale measures are

9
What would be the ideal indicators we should use
to measure success?

• Our Quality measures will be
• Comments from Customer Survey
• Post occupancy reviews
• Our Delivery measures will be
• Time taken to process space requests ?
• Space Assessment Model
• Our Cost measures will be
• Space utilisation and occupancy data
• Cost per m2
• Space Assessment Model
• Model for Estates Costs
• Our Morale measures will be
• ..

10
What team do we need to ensure success?

• Project Sponsor (introduces the Operational
  Improvement Workshop on the first morning)
• . ?? Angus ??
• Full Time (emphasis on front line team members)
  Names provisional
• Space Management Team Gillian and Richard
• EB Business Manager Maureen Masson
• Timetable Project team (1)
• Design Group David Casey
• Premises Manager ( RC or JW)
• Estate Development Manager Callum Robertson
• SASG space reporting rep
• ISG space reporting rep
• College space reporting rep -1 from each College
• Part Time to be reviewed
• Let Property section (1)
• Central Room Booking Unit (1)
• Probably some in the first list !

11
What now?

• What are the timescales for the project?
• Operational Improvement Workshop
• Probably 3 days
• Follow up meeting
• What communication to the team organisation is
  required?
• The following communication is required
• ?????
• What needs to be done to embed a culture of
  continuous improvement following the operational
  improvement workshop
• ????

12
Lean Continuous Improvement

• A Journey to Excellence
• starts with todays Management Planning Workshop