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Advising: Process Mapping and Improvement Plans Overview and Proposal to Committee on Academic Advising Chet Labedz, 2011.

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Presentation on theme: "Advising: Process Mapping and Improvement Plans Overview and Proposal to Committee on Academic Advising Chet Labedz, 2011."— Presentation transcript:

1 Advising: Process Mapping and Improvement Plans Overview and Proposal to Committee on Academic Advising Chet Labedz, 2011

2 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 & mid-sized company, etc. System dynamics MIT Sloan. Pre-doc research: Lean MIT Personal advising interest: Form ABCD.xls.

3 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?

4 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

5 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).

6 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.

7 Sample icons: Visio & Web 3 of level business

8 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.

9 Sample Current “String Drawing”, in Vensim Current state: solid = physical; dashed = electronic; x-hatch = delay

10 Sample: Possible Process Improvement Drawing

11 Fastest Responsible Timeline? A.Identify “targets” / obtain “approval”, resources B.Collect data on existing situations C.Identify sequential steps D.Develop Process maps E.Identify root causes of problems F.Identify tentative Process changes G.Make proposals for implementation H.Plan for, pursue continuous improvement

12 References Kamauff, Manager’s guide to operations management (2010) Schonberger & Knod, Operations management: customer-focused principles (6 th ed., 1997)

13 questions:


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