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Lean Continuous Improvement

A Journey to Excellence…

…starts with today’s Management Planning Workshop

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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.

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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

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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)

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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

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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

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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.

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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 m2

• Our Morale measures are:

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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 m2

Space Assessment Model

Model for Estates Costs

• Our Morale measures will be ..

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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 (?)

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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

• ????

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Lean Continuous Improvement

A Journey to Excellence…

…starts with today’s Management Planning Workshop