© Open Source Six Sigma, LLC

Matty Kapadia and Rochelle SullivanFrom the Service Improvement Team

How to visualise work to gain clarity, consensus and eliminate waste

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A Value Stream Map is a Lean technique to document, analyse and improve the flow of information or materials required to deliver a service.

“

”

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What flows down the river?

Value stream mapping is a tool used to visually represent the flow of all elements of a process

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© Open Source Six Sigma, LLC

A VSM helps us to pause, reflect and identify how our contribution affects the process as a whole.

Seeing the whole picture

If we rush to a solution, we may continue making the same mistakes.

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Value Stream Mapping – Why

See the entire

process end-to-end

Create a common language

Identify activities

and potential areas of waste

Identify what is of value to

the customer

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Benefits – the ‘why’

You’ll need…

Problem statement

Data - evidence

Goals – the ‘what’

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Admissions Process Improvement Project

SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Who provides the inputs for the process

What is needed in order to complete these process

steps

The process steps The outputs which will be delivered for this process

Who benefits from this process

• Student

• Agents

• Slideroom

• Admissions

System

• Outlook email

• Educational

Institutions

• Faculty

Admissions team

• Central

Admissions team

• Academic

Selection

Committee

• Nexus

• Transcript

• Personal

Statement/folio

• Language test

• Course syllabus

• Grading scale

• Application Fee

• E-Application form

• Student Checklist

• GPA (grade point

average)

• Recognition of prior

learning Form

• Academic Selection

Committee

template

• Outcome letter

1. Student prepares and submits application

2. Central Admissions team triages application and sends to MSD

3. Faculty Admissions team assesses application and sends to Academic Selection Committee

4. Academic Selection Committee considers advanced standing and assesses application

5. Faculty Admissions team prepares offers for successful applicants

6. Manager, Faculty Admissions team reviews and releases offer

7. Applicant receives outcome letter

• Timely scholarship

outcome for student

• Outcome letter for

applicant

• Communication

(updates)

• Quality Students

• Diverse students

• Increased reputation

for Faculty

• Less issues to resolve

• Increased revenue for

University

• Decreased workload

for staff

• Applicants/

Students

• Agents

• Academics

• Faculty Admissions

Team

• External Relations

Team

• Central Admissions

team

• 13MELB/STOP 1

(Support services)

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Schedule for todayTime Session

9.00 am • Welcome and introduction (Sponsor)• Project introduction• Pain points (SI)• Value Stream Mapping intro and exercises (SI)

Quick Break

10.30am Value Stream Mapping Pt 1 (Project Lead & SI)• Customer, scope, objective• Identify where the process ends• Work backwards mapping out each step of the process• VA, NVA, NNVA analysis

Lunch

1.30 pm Value Stream Mapping Pt 2 (Project Lead & SI)• 8 types of waste (SI)• Identify types of waste• Estimate time taken per step• Calculate process efficiency• Identify owner of each step• Identify systems involved in each step• Review complete VSM• Review Pain points • Next Steps• Close (Sponsor)

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Who is your customer?

?

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Facilitation tips and tricks

• Wear comfortable clothes and shoes• Working with Post-it notes• Use of music and room set-up• Ice breakers• Car park• Blue-sky thinking• Pain points• Chocolate• Who’s in the room

© Open Source Six Sigma, LLC

Admissions Process Improvement Project

SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Who provides the inputs for the process

What is needed in order to complete these process

steps

The process steps The outputs which will be delivered for this process

Who benefits from this process

• Student

• Agents

• Slideroom

• Admissions

System

• Outlook email

• Educational

Institutions

• Faculty

Admissions team

• Central

Admissions team

• Academic

Selection

Committee

• Nexus

• Transcript

• Personal

Statement/folio

• Language test

• Course syllabus

• Grading scale

• Application Fee

• E-Application form

• Student Checklist

• GPA (grade point

average)

• Recognition of prior

learning Form

• Academic Selection

Committee

template

• Outcome letter

1. Student prepares and submits application

2. Central Admissions team triages application and sends to MSD

3. Faculty Admissions team assesses application and sends to Academic Selection Committee

4. Academic Selection Committee considers advanced standing and assesses application

5. Faculty Admissions team prepares offers for successful applicants

6. Manager, Faculty Admissions team reviews and releases offer

7. Applicant receives outcome letter

• Timely scholarship

outcome for student

• Outcome letter for

applicant

• Communication

(updates)

• Quality Students

• Diverse students

• Increased reputation

for Faculty

• Less issues to resolve

• Increased revenue for

University

• Decreased workload

for staff

• Applicants/

Students

• Agents

• Academics

• Faculty Admissions

Team

• External Relations

Team

• Central Admissions

team

• 13MELB/STOP 1

(Support services)

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Module Objectives

Customer Value-added Activities

• The customer would “pay” you to perform

• Changes the form, fit or function of the input

• Done right the first time

Value-added Analysis

Necessary Non-Value-added Activities

• Sustains the workplace ability to perform customer value-added activities

• Required by regulatory requirements

• Required by contract or other law and regulations

• Internal controls and mitigation to control risk

• Done right the first time

Non-value-addedActivities• Is this step required by a

customer?• Is this step required to

meet the risk tolerance?• Could this step be

eliminated?

Examples:• Inspection and checking• Monitoring work• Logging information• Checking calculations• Any type of rework• Moving and setup• Sorting work

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Ordering a beer on tapWhat are you willing to pay for?

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Eliminate the non-value add if possible

Value add Necessary Non-value add Non-value add

• Cold

• In a glass

• Good selection, good

advice

• Helpful, efficient,

accurate service

• Social atmosphere

• Check if over 18

• Check if too drunk

• Responsible service of

alcohol

• Tax invoice

• Waiting in line to order

• Logging amount of beer sold

• Re-pouring a beer

• Going out back to replace the

beer keg

• Inspection and checking keg

orders

• Cleaning glasses, clearing

tables

• Storage space for full and used

kegs

Optimise the value add and necessary non-value add

From the customer’s perspective

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Module Objectives

Customer Value-added Activities

• The customer would “pay” you to perform

• Changes the form, fit or function of the input

• Done right the first time

Value-added Analysis

Necessary Non-Value-added Activities

• Sustains the workplace ability to perform customer value-added activities

• Required by regulatory requirements

• Required by contract or other law and regulations

• Internal controls and mitigation to control risk

• Done right the first time

Non-value-addedActivities• Is this step required by a

customer?• Is this step required to

meet the risk tolerance?• Could this step be

eliminated?

Examples:• Inspection and checking• Monitoring work• Logging information• Checking calculations• Any type of rework• Moving and setup• Sorting work

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Defects Over-production WaitingNon-utilised

talent

Transportation Inventory MotionExtra processing

The 8 wastes of Lean

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Module ObjectivesLooking for waiting time Example: Applying for a home loan

The more we can reduce the cycle time – while maintaining quality, the happier our customers will be

Application submitted

Approved by Manager

Entered into system

OutcomeGenerated

Loan pre-approval

Eligibility confirmed

Application approved

Waiting time = 23.6 days

Process time = 188 seconds

23.6 days

188 secs

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© Open Source Six Sigma, LLC

© Open Source Six Sigma, LLC