1. Mission
Our mission is to utilize multimedia to support the college’s marketing and communications initiatives, particularly in enhancing the college’s reputation and in supporting fundraising efforts.
Vision
Our vision is to allow IMC to expand their opportunities to spread the Berea message over a wider customer base and increase the circle of influence.

2. Charter
Mission – Our mission is to utilize multimedia to support the college’s marketing and communications initiatives, particularly in enhancing the college’s reputation and in supporting fundraising efforts.
Burning Platform – IMC is to properly photograph and video record events and subsequently edit/archive all records for communication and marketing as efficiently and with the highest degree of quality possible.
Process Description – When receiving an assignment, IMC must begin production by adhering to a standardized pre-production, production, and post-production workflow that guides the proper completion of assignments.
Problem Statement – A lack of workflow inhibits the IMC crew from properly complete assignments including preparation for assignments, fulfilling assignments, and proper archiving/sharing of finished products.
Sponsor – Derrick Singleton
Process Owner – Jay Buckner
Team Lead – Jay Buckner
Facilitator – Richard Smith, Logan Gardner
Team – Anna Joines/Skaggs, Shaniquewa Smith, Micah Yates, Jesse Anderson, Clay Wilburn, Amos Izerimana, Euginiu Prodan, Felicia Johnson, Caleb Coffey, Murtaza Sharifi Logan Gardner, Erin Powers, Jonathon Taylor

3. Suppliers Inputs Process Outputs Customers
SIPOC
Suppliers Inputs Process Outputs Customers
Schedule requests
Plan Job
Conduct session
Store & edit
Produce and share customer deliverable
Requests
Planning
Potential marketing concepts
Photo or video for customer
Labor hours met
Archived historical images and video
Development
Faculty
Staff
Students
BC Student Labor
BC IMC staff
Development
Media Relations
Faculty
Staff
Students

4. Hi-Level Process Map Receive job request Schedule event
Gather equipment
Set equipment at site
Edit, store, and supply photographs and video
Return equipment to storage area
Take down equipment
Conduct session

5. SWOT Analysis Internal External Strengths Weaknesses Opportunities
Enthusiastic leadership.
High percentage of returning labor students.
High demand for services.
Quality equipment.
Management expertise in media arts
Limited storage space.
Storage areas are not defined by function.
Current storage not designed to be efficient.
Lack of Standardized Workflows
Internal
Strengths
Weaknesses
Opportunities
Threats
5S the photography and storage areas to utilize the existing storage space for the best purpose.
Remove clutter.
Establish easily understood standard work.
Educate the staff on 5S and LEAN fundamentals.
Opportunities to spread 5S across entire IMC department.
Opportunity to use office 5S.
Demand could be greater than capacity.
Service could be outsourced.
Technology becomes too expensive.
Outgrow their space.
Shortage of labor.
External

6. Gap Analysis Opportunities and Priorities
Lack of space and organization within the IMC studio
Develop proper organization within the studio using 5S.
Sort
Shine
Set in order
Develop standard work that allows the IMC students and IMC staff to be able to find, use, and return tools quickly and to the proper location.
Standardize
Visual Work Instructions
Sustain
Photography Studio Area
Video Editing Area

7. Before and After

8. Picture of Storage Space with Labels

9. Picture of Standard Work

10. Picture of Audit

11. Report Out Notes Sorting process eliminated obsolete equipment.
Standard work encouraged students to take more responsibility within the workplace.
Students took pride in their workplace because of the cleanliness and organization.
Quality of student labor improved.
Safety improved because clutter was removed.
Organizations brought efficiency in gathering and returning equipment.
Production efficiency improved due to standardized workflow.

12. Team Picture