agenda - f2.washington.edu · 4/26/2012 · uw sustainable academic business plan outlines uw...

Agenda

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9:30 – 9:45 Welcome

9:45 – 10:00 President Michael Young

10:00 – 10:15 Sustainable Academic Business Plan - Ruth Johnston

10:15 – 10:40 Budget, Lean Framework - Ann Anderson & Sue Camber

10:40 – 11:30 Department Alignment & Lean Principles - FM Leaders

11:30 – 12:00 Q&A

12:00 – 1:00 Team Spirit Lunch

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President Michael Young

Agenda

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9:30 – 9:45 Welcome

9:45 – 10:00 President Young




11:30 – 12:00 Q&A


UW Sustainable Academic Business Plan

Outlines UW strategic goals and related activities that will keep UW strong and well-positioned for the 21st century.

Launched in 2010 under the umbrella project of Two Years to Two Decades (2y2d), based on the vision of more than 3,500 student, faculty, and staff

Steering Committee led by Mary Lidstrom, Vice Provost Research and former Interim Dean. V’Ella Warren and Ruth Johnston serve on it from F2.

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Guiding Principles, UW of the 21st Century

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What will not change?

• Our mission, vision and commitment

• Our focus on quality

• Our commitment to diversity (broad definition) and global engagement

• Rich interaction between faculty and students/trainees

SABP Steering Committee


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What will change?

• The rate of change will increase dramatically and our culture will embrace this

• Increased focus on common goals while supporting infrastructure and collaboration

• Increased emphasis on a problem-solving focus in teaching and research

• Physical campus will focus more on experiential and small group learning

• The campus will be used as a test bed or learning lab


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What will change?

• Environmental sustainability will become an even more integral part of our educational, research and administrative decisions

• Transformative, integrated technology will become norm

• Become more student centric, bringing customer service to all student related business functions

• More direct relationship between performance and budget with incentivized rewards

• Administrative units will operate at the same high standards as our faculty and students

Agenda

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9:30 – 9:45 Welcome





11:30 – 12:00 Q&A


F2 Strategy Map

Existing Strategy Map

First created 2008

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F2 Strategic Framework

Outlines F2 strategic goals, mission, vision, and principles.

Represents F2 “True North”

Common framework for all F2 units to align: – Facilities Services: 900 employees

– Capital Projects Office: 120 employees

– Financial Management: 275 employees

– Treasury Group: 75 employees

– Internal Audit: 12 employees

– F2 Administration + SVP: 15 employees

First created 2012

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FM Strategy Map

Outlines FM strategic goals.

FM’s roadmap of the future “True North”.

First created 2005

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Dashboards

FM & unit Dashboards report quarterly on core processes / operations.

First created 2001

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Day to Day

• Lean helps streamline day-to-day activities

• Fixes real problems

• Hands on

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Lean Four Key Systems

• Strategy Deployment

• Visual Management

• Daily Kaizen

• Leaders Standard Work

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Alignment

UW’s “True North” Sustainable Academic Business Plan

Financial Management “True North” Strategy Map

Day-to-day activities and Lean improvements

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Financial Management / Unit level operational Dashboard

Finance & Facilities “True North” Strategic Framework & Strategy Map

Alignment Example: Procurement Services

Procurement Services Goals:

• Reduce Campus Processing Cost • Increase Contract Savings

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Alignment Example: Creative Communications

Increase revenue by $1M, Dec 2012

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Alignment Example: New Payroll/HR System

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Payroll office transformation in preparation for New Payroll / HR System

Alignment Example: F2 Administration

ESS (Office of Environment Stewardship & Sustainability)

BDP (Business Diversity Program) 19

Web Support

Project Management

Fiscal Support

School of Nursing

Alignment Example: Student Fiscal Services

Lean efforts in scholarship impact a student’s financial aid experience

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Alignment Example: Grant & Contract Accounting

Eliminate backlogs by Dec 2012 • New Account Setup • Billing • Fiscal Reports • Closings

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Alignment Example: Equipment Inventory Office

Convert 9 EIO paper processes to electronic solutions by Dec 2012

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Alignment Example: Lean Team / Efforts

FM Lean Efforts 2010 - present

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F2 Strategic Framework

We All Align to “True North”

SFS: Lean efforts in scholarship & direct loans impact a student’s financial aid experience

Procurement Services: • Reduce campus processing cost • Increase contract savings

GCA: Eliminate backlogs by Dec 2012

C+C: Increase revenue by $1M, Dec 2012

FM Lean Efforts 2010 - present

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Payroll Office transformation

EIO: 9 paper process to electronic by 2012

Next Steps

Map F2 Strategic Framework to UW

Evaluate FM Strategy Map & Dashboard

Translate & communicate Strategic Objectives to Operational Goals

Know what it means to win

Culture of daily improvements

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Agenda

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9:30 – 9:45 Welcome





11:30 – 12:00 Q&A


LEAN IN: GCA

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• Lean in all daily activity

• Impact: rocketed our performance forward!

• Current Status: we’re winning!

– Next step: Eliminate the backlog by end of 2012

• Challenges and Excitement: Managing change with leaders and staff

– Redefining what leaders do and what success looks like

– Seeing creativity and personal growth in staff

– Seeing processes in a new light

LEAN PRINCIPLE: Leading with Humility

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• As leaders, we are learning too

• Sharing resources and ideas

• We may often not have the answers, you probably

have the best answers!

• We are seeking progression not perfection

• Willing to say “I made a mistake”

LEAN IN: Procurement Services

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Lean Projects

• Purchasing Workflow – multiple kaizens

• Supplier Registration Portal

• AP Lean

• Procurement Services covered spend and campus cost reduction

Overarching Goal: 85% covered spend – currently at 68%

LEAN PRINCIPLE: Create Value for Customers

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• Savings on contract purchases

• Reduced costs (efficiencies)

• Meetings at the board (Executives/staff)

• Transparency

• Improved communication

LEAN IN: Student Fiscal Services

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Three Lean projects in process:

• Short Term Loans

• ACH/Wire Transfers

• Financial Reporting

– Biggest value of Lean is value stream mapping

– Lean helps the entire team to be on common ground with rapid results

– Working with process partners to make student experience seamless

– Increase efficiency, cut costs and increase customer service

– Systematically ensures we are ready to meet future challenges

– We get results that support taking time out of daily schedule to work

– Challenge to let go of the old ways

– The timeline of 30-60-90 day report outs conflict with academic calendar

Two new projects:

• Cashiering

• Phase 2 of Scholarships

LEAN PRINCIPLE: Assure Quality at the Source

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Do not pass defects forward: • Defects are a source of instability and waste

• Recognize deficiencies, errors or pain points in our process

• Bring issues to the attention of leaders sooner rather than later

Stop and Fix the Problem: • Time is better spent fixing the problem rather than stating that there is no

time to fix the problem

• Ignoring the problem will only add fire to the issue later on

Respect the individual in the process: • Everyone has something to bring to the table

• Analysis, problem solving and brainstorming assure quality

LEAN IN: Payroll, Travel, Records Management

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Lean has impacted our efforts in positive and exciting way by:

• Generation of ideas

• Visual process controls

• Determining what a new HR/Payroll system can provide

Challenges:

• Change management for Payroll and the entire campus

• Reviewing processes without knowing the payroll system solution

Payroll:

• General Ledgers and Bank Reconciliation kaizens

• HR/Payroll replacement solution is in the “Swim” phase

Travel:

• Receipt Management (in process)

• Direct Deposit (completed)

Records Management:

• Retention schedules kaizens

LEAN PRINCIPLE: Respect every individual

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Respect is a principle that enables the development of people and creates an environment for empowered associates to improve the process they own.

• Involvement of team members in weekly meetings

• Acknowledgement of everyone’s ideas

• Showing up on time for meetings/huddles

• Not using blackberry or cell phone at a huddle

• Respect must be reflected at the individual level

• People development

LEAN IN: Creative Communications

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Impact – Lean has given us the ability to accomplish ideas we had discussed/never implemented

Current Status • Weekly team huddles • Significant increase in revenue

Next Big Steps • Customer Outreach / Insourcing / Cross Training

Challenging • Balance time committed to Lean/workload • Change of culture/staff engagement • Teams at different levels in journey

Exciting • Personal growth of team members • Recognition for C2 and staff • Visibility/support from Finance & Facilities • Re-birth of department

LEAN PRINCIPLE: Constancy of Purpose

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Goal: Increase gross revenue by

$1 million in FY12

Target: $692,000 thru March

Actual: $395,234* 5.1%

Gap: ($296,765) (3.8%)

Gross Revenue comparison through March:

FY11/12 $8,136,839 FY10/11 $7,741,605 * Actual Increase revenue: $395,234

agenda - f2.washington.edu · 4/26/2012 · uw sustainable academic business plan outlines uw...

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