Lean Initiatives “Creating An Efficient Workplace While Reducing Expenses” The University of Texas at Dallas James O. Wright, Ph.D.

Lean Initiative In an effort to improve processes, the VP of Business Affairs started a lean initiative in June 2008In an effort to improve processes, the VP of Business Affairs started a lean initiative in June 2008 Brought in University of Central Oklahoma to demonstrate process improvementBrought in University of Central Oklahoma to demonstrate process improvement Dedicated two positions for project improvementDedicated two positions for project improvement 18 UTD employees participated in training exercises18 UTD employees participated in training exercises

LEAN – Plain and Simple Minimize Waste Minimize Waste Eliminate Non-Value “Additives” Eliminate Non-Value “Additives” Maximize Workflow Maximize Workflow Enhance Customer Service Enhance Customer Service

A systematic approach to identifying and eliminating waste (non-value added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. National Institute of Standard Technology (NIST) 4 What is Lean? 1.Lean is NOT a method to eliminate positions 2.Lean IS a method to streamline processes where employees can work more efficiently and produce quality results

5 Enterprise Resource Planning Understanding Waste 1.Unnecessary Processing 2.Defects/Corrections 3.Motion 4.Travel 5.Waiting 6.Excess Production 7.Inventory 8.Under Utilizing Resources PeopleSoft - Project Orion 1.History of manual processes 2.Focus to streamline business process time, motion and resources before new program introduced 3.Staff encouraged to scan more documents

1. Current State Value Stream Map defines what is currently practiced in the process 2. Future State Value Stream Map will identify non-value added steps, bottlenecks, and action (Kaizen) to improve the process 3. Ideal State Value Stream Map is a long-term solution proposal to improve the process Value Stream Business Process Mapping 6

ProjectProject Gemini Implementing State-of-the-Art Business Systems using PeopleSoft Application Software and Oracle Technology Human Resource/Finance Implemented Student Accounts System in 2009 Implemented Student Accounts System in 2009 Finance and Human Capital Management will go live December 1, 2010 Finance and Human Capital Management will go live December 1, 2010 Purchased best in class Procurement System (SciQuest) Purchased best in class Procurement System (SciQuest) Data Warehouse and Dashboard Reporting Data Warehouse and Dashboard Reporting System implementation is accompanied by extensive business process re-engineering effort using Lean Methodology. System implementation is accompanied by extensive business process re-engineering effort using Lean Methodology.

Lean Initiative Results Examples of the Lean Process Implemented on Campus: 1.The FY2010 budget preparation process automated, saving almost 10,000 pages of paper. 2.Finance Division reduced the time spent processing bank reconciliations from 120 hours per month to 32 hours per month through process improvement. This is an annual savings of 1,052 hours. 2.Finance Division reduced the time spent processing bank reconciliations from 120 hours per month to 32 hours per month through process improvement. This is an annual savings of 1,052 hours. 3.The use of the document housing/sharing software, OnBase, saves time, storage space and paper/printer ink. The Enrollment Management Division stored more than 100,000 documents during the past year creating much needed floor space for additional staff. 3.The use of the document housing/sharing software, OnBase, saves time, storage space and paper/printer ink. The Enrollment Management Division stored more than 100,000 documents during the past year creating much needed floor space for additional staff. 4.The Telecommunications billing process was recently changed to eliminate monthly billings and account reconciliations for basic office phone services by departments. Basic office phone services are now billed directly to Telecommunications Department. 5.The “current states” of 168 business processes were mapped and documented. Each area is continuously working to improve the way it conducts University business. Systematically identifying and eliminating inefficiency to streamline processes.