1. AQIP Quality Checkup Visit Six Sigma Annette McIver Project Coordinator Human Resource Development/ SkillsMAX March 14, 2008

2. What is Six Sigma? A set of tools to help improve the quality of services while lowering costs – A measure of quality – A collection of statistical tools – A problem solving process

3. Why Does LCCC Need Six Sigma? Health Care spending is up State spending for Higher Education is down Future State spending may depend on demonstrating efficiency improvements The Decade Challenge pushes us to do more with less funding

5. Six Sigma at Lorain County Community College The Lean Six Sigma Institute was established in 2005 to manage and coordinate internal Six Sigma training, projects, and initiatives that examine process performance and develop new, more efficient processes. Each academic year, the Administrative Leadership Team (ALT) collaborates to select three to five projects.

6. Project Selection Selection Criteria Increased Customer Satisfaction Savings of at least $20K Achievable Implementation Process Project ideas from Operations Systems Review (OSR), Continuous Improvement Council (CIC), ALT, and the campus at large are screened according to pre-determined criteria ALT selects the top 3-5 projects and identifies team members Team is notified and training is scheduled.

7. Green Belt Training Six Sigma Project Teams are formed to apply the Six Sigma methodology to a specific problem. Teams apply the principles of Six Sigma to an actual project. Training is spread out over the 3-5 month period and follows the DMAIC approach. – Define (project charter, scope) – Measure (process mapping, data collection) – Analyze (what is the data really telling us?) – Improve (specific recommendations based on data) – Control (keeping the change sustainable)

8. Project Update Sessions ● Twice during the process, Six Sigma teams report their findings to the campus community to gather input, get feedback and invite participation. ● These sessions are held after the Measure and Analyze phases.

9. Progress as of 3.14.08 11 projects 56 employees trained in Green Belt Skills 2 employees trained in Black Belt Cost Savings: $320,000.00

10. LCCC projects First Wave Projects: 11.05-3.06 IS&S Service Contracts – Status: Completed. Savings: $114,715 Mechanical Service Contracts – Status: Implemented. Projected savings: $125,144 (first year) & ongoing cost reduction of $165,861 Non-credit Course Delivery – Status: Completed. Recommendations on profit margin adopted (revenue generation vs. cost savings) Attendance Verification – Status: On hold. Waiting for Enterprise Resource Planning (ERP) implementation Employment Contracts Automation – Status: On hold. Waiting for ERP implementation

11. Projects continued Second Wave Projects: 10.06-4.07 Student E-mail Addresses – Status: On Hold. Waiting for ERP implementation Print Management – Status: Ongoing Office Supply Standardization – Status: Implemented 3.08. Projected savings: $20,000.00/year Stocker Center Facility Usage – Status: Completed. Revenue generation vs. cost savings – space redesign led to 2 new shows being added this year & 3 planned for next year

12. Projects continued Third Wave Projects: 6.07-3.08 Energy Management – Status: Ongoing. Bids out for Strategic Energy Assessment to identify priorities and ensure compliance with state laws. Hiring Process – Status: Recommendations submitted to ALT for discussion and approval Approval Process – Status: Ongoing. Initial project scope changed & team will convene to look at with different scope

13. What Other Initiatives Are Linked to Six Sigma? ● OSR - Departmental/division focus ● Process Automation – “Quick Hit/High Value” ● Academic Transformation – Improving Teaching & Learning while reducing costs ● Six Sigma ● Six Sigma - Processes and systems that don’t reside in one organizational unit ● Continuous Improvement Council – Clearinghouse for improvement ideas

14. Barriers Encountered/Lessons Learned Time commitments and competing priorities (IS&S gets hit particularly hard) Charter development (Suggest VP’s craft initial project charter language so that selected team members are clear about the charge and goal) Lack of Patience with the DMAIC Process Killing the Messenger (Coming up with the right answer vs. the real answer) Lack of Consistent Excel Skills (Working with Sydney Lancaster to develop a campus-wide multi-level excel training program) Lack of faculty input/buy-in (e.g. automation of grades verification)

15. Discussion