1. 1 Lean Continuous Improvement A Journey to Excellence… …starts with today’s Management Planning Workshop

2. 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 E&B. –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. 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. 4 Other Stakeholders are:  Space Management team  E&B 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. 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. 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 E&B 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. 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 E&B staff and culture change  Buy in and culture change from School and College space requestors.

8. 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 m 2 Our Morale measures are:

9. 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 m 2  Space Assessment Model  Model for Estates Costs Our Morale measures will be ..

10. 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  E&B 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 ! Sign-off Team . Final Presentation Team  As above – Angus Currie, Graham Bell, Geoff Turnbull, April McMahon, (?), Nigel Paul (?)

11. 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. 12 Lean Continuous Improvement A Journey to Excellence… …starts with today’s Management Planning Workshop