Applying Lean Methodologies to Improve Research Applying Lean Methodologies to Improve Research Administration: “Electronic-File System”Administration: “Electronic-File System”

Applying Lean Methodologies to Improve Research Applying Lean Methodologies to Improve Research Administration: “Electronic-File System”Administration: “Electronic-File System”

Tonya Kilpatrick, Sherri Williams andTonya Kilpatrick, Sherri Williams andMarcus W. Shute, P.E., Ph.D.Marcus W. Shute, P.E., Ph.D.

‘‘Faster, Friendlier, and Easier’Faster, Friendlier, and Easier’‘‘Faster, Friendlier, and Easier’Faster, Friendlier, and Easier’

Research @ CAUResearch @ CAU

"At Clark Atlanta University, we believe that research "At Clark Atlanta University, we believe that research and education cannot be decoupled. Research at CAU and education cannot be decoupled. Research at CAU is essential in providing a world-class educational is essential in providing a world-class educational experience for our students. We leverage the diverse experience for our students. We leverage the diverse skills and expertise of our faculty, researchers, staff skills and expertise of our faculty, researchers, staff and students to make significant discoveries and and students to make significant discoveries and contributions to the knowledge of humankind."contributions to the knowledge of humankind."

-- Marcus W. Shute, P.E., Ph.D., Vice President-- Marcus W. Shute, P.E., Ph.D., Vice President

““Teaching without research is like confession without the sin…”Teaching without research is like confession without the sin…”

About CAUAbout CAU Formed in 1988 Formed in 1988 by the consolidation of two historic institutions, by the consolidation of two historic institutions,

Atlanta University (1865) and Clark College (1869), Clark Atlanta Atlanta University (1865) and Clark College (1869), Clark Atlanta University, a United Methodist School is the largest of the United University, a United Methodist School is the largest of the United Negro College Fund institutionsNegro College Fund institutions

Major, urban, private, co-educational institution of predominately Major, urban, private, co-educational institution of predominately African American heritage located on 75 acres in downtown African American heritage located on 75 acres in downtown Atlanta, GA; part of the Atlanta University ConsortiumAtlanta, GA; part of the Atlanta University Consortium

Broadly comprehensive at BS and MS level; doctoral programs in Broadly comprehensive at BS and MS level; doctoral programs in biological sciences, chemistry, social work, arts and humanities, biological sciences, chemistry, social work, arts and humanities, education, and political scienceeducation, and political science

About 4000 students and over 220 FTE faculty from diverse About 4000 students and over 220 FTE faculty from diverse backgrounds backgrounds

Accredited by SACS, Clark Atlanta is among the top historically Accredited by SACS, Clark Atlanta is among the top historically black colleges and universities receiving federal grants for science, black colleges and universities receiving federal grants for science, prostate cancer and environmental justice, and currently has a prostate cancer and environmental justice, and currently has a Carnegie classification of Doctoral Research UniversityCarnegie classification of Doctoral Research University

• ~200,000 sq. ft. research facility; ~200,000 sq. ft. research facility; Phase II – additional 27,000 sq. ft.; Phase II – additional 27,000 sq. ft.; efficient/effective space allocationefficient/effective space allocation

• Office of the Vice PresidentOffice of the Vice President

• Office of Research & Sponsored Office of Research & Sponsored ProgramsPrograms

Research and Sponsored ProgramsResearch and Sponsored Programs

• Center for Cancer Research and Center for Cancer Research and Therapeutic DevelopmentTherapeutic Development

• Center for Functional Nanoscale Center for Functional Nanoscale MaterialsMaterials

• Environmental Justice Resource Environmental Justice Resource CenterCenter

• Core and research lab facilitiesCore and research lab facilities

• High Performance Polymers and High Performance Polymers and Composites CenterComposites Center

• Center for Academic Excellence in Center for Academic Excellence in National SecurityNational Security

Research and Sponsored Research and Sponsored Program FundingProgram Funding

CAU is one of six research institutions in GA and is part of the CAU is one of six research institutions in GA and is part of the Georgia Research AllianceGeorgia Research Alliance

FY11: $17.3M from 61 awards; $19.6M in expenditures from 146 FY11: $17.3M from 61 awards; $19.6M in expenditures from 146 projects; 85 proposals submitted ($84.8M)projects; 85 proposals submitted ($84.8M)

CAU Strategic PlanCAU Strategic Plan

Maintain and enhance the University’s Maintain and enhance the University’s academic and administrative processes, academic and administrative processes, employee professional development and employee professional development and infrastructureinfrastructure

Key Performance Indicators (KPIs):Key Performance Indicators (KPIs): Effective and efficient operating systemsEffective and efficient operating systems Improved processes, work knowledge and skillsImproved processes, work knowledge and skills Leverage technologyLeverage technology Enhanced image (thought leaders, Enhanced image (thought leaders,

Promoting Research at CAUPromoting Research at CAU Provide value-added, “one stop” support and management Provide value-added, “one stop” support and management

throughout the research process to PIs and research centersthroughout the research process to PIs and research centers Re-brand the organization: Division of Research and Sponsored Re-brand the organization: Division of Research and Sponsored

Programs (RSP)Programs (RSP) Pre- and post-award functions in house; strong coupling to grants Pre- and post-award functions in house; strong coupling to grants

acct.acct. Partnership with faculty, researchers, students, and admin. unitsPartnership with faculty, researchers, students, and admin. units Streamline processes and improve efficiency w/o sacrificing Streamline processes and improve efficiency w/o sacrificing

compliance; remove administructural barrierscompliance; remove administructural barriers World class research World class research world class research management, world class research management,

processes, and facilitiesprocesses, and facilities

Grow the research enterprise at CAU; attain Carnegie Grow the research enterprise at CAU; attain Carnegie classification of Research Universities (high research activity) classification of Research Universities (high research activity) (RU/H)(RU/H)

Why Go Lean?Why Go Lean? Lean Six Sigma is a management philosophy to improve Lean Six Sigma is a management philosophy to improve

organizational effectiveness and efficiencyorganizational effectiveness and efficiency Lean focuses on increasing speed and efficiencyLean focuses on increasing speed and efficiency Six Sigma focuses on quality to deliver to customers:Six Sigma focuses on quality to deliver to customers:

Exactly what they need;Exactly what they need; When they need it;When they need it; In the quantity they need;In the quantity they need; In the right sequence;In the right sequence; Without defects;Without defects; And, at the lowest possible costsAnd, at the lowest possible costs

Lean transforms organizations and increases transparencyLean transforms organizations and increases transparency Lean delights the customer and improves customer Lean delights the customer and improves customer

satisfactionsatisfaction Lean = Better, Faster, CheaperLean = Better, Faster, Cheaper

What is Six SigmaWhat is Six Sigma

• A methodology for continuous improvementA methodology for continuous improvement

• A methodology for creating processes that A methodology for creating processes that perform at high standardsperform at high standards

• A set of statistical and other quality tools A set of statistical and other quality tools arranged in unique wayarranged in unique way

• A way of knowing where you are and where you A way of knowing where you are and where you could be!could be!

• A Quality Philosophy and a management A Quality Philosophy and a management techniquetechnique

*4 Sigma (99.94%) 6,210 Defects

2 Sigma (69.2%) 308,537 Defects

3 Sigma (93.3%) 66,807 Defects

5 Sigma (99.98%) 233 Defects

**6 Sigma(99.9997%)3.4 Defects

Sigma levels and Defects per million

opportunities (DPMO)

*Industry Average**World Class

The Path to Six SigmaThe Path to Six Sigma

20,000 lost mails per hour 7 lost mails per hour

Unsafe drinking water almost 15 minutes each day

One minute of unsafe drinking water every seven months

5,000 incorrect surgical operations per week

1.7 incorrect surgical operations per week

2 short or long landings at most major airports daily

One short or long landing at major airports every five years

200,000 wrong drug prescriptions each year

68 wrong drug prescriptions each year

Example quoted from GE Book of Knowledge - copyright GE

Is 99% Good Enough?Is 99% Good Enough?Is 99% (3.8) Good enough? 99.99966% Good – At 6

• X1 . . . Xn• Independent• Input-Process• Cause• Problem• Control

f(X)f(X)Y=Y=

Data Driven DecisionsData Driven Decisions

• Y• Dependent• Output• Effect• Symptoms• Monitor

The focus of Six sigma is to identify and control Xs

Six SigmaSix Sigma

• Know What’s Important to the Customer (CTQ)

• Reduce Defects (DPMO)

• Center Around Target (Mean)

• Reduce Variation (Standard Deviation)

PhilosophyPhilosophy

DMAIC SimplifiedDMAIC Simplified

DDefine: What is important?efine: What is important?MMeasure: How we are doing?easure: How we are doing?AAnalyze: What is wrongnalyze: What is wrongIImprove: Fix what’s wrongmprove: Fix what’s wrongCControl: Ensure gains are ontrol: Ensure gains are

maintained to guarantee to ensure maintained to guarantee to ensure that defects do not recurthat defects do not recur

Define Control

Measure ImproveAnalyze

Voice of the Customer

Institutionalization

The DMAIC ModelThe DMAIC Model

Combination of Change Management and Statistical AnalysisCombination of Change Management and Statistical Analysis

Good Intentions to Good ResultsGood Intentions to Good Results

Change Management: Change Management: the process, tools and the process, tools and techniques to manage the people-side of change to techniques to manage the people-side of change to achieve the required business outcomesachieve the required business outcomesPeople who “discover” the paradigm first are People who “discover” the paradigm first are

those not vested in existing paradigmthose not vested in existing paradigmA paradigm shift starts everyone back at zeroA paradigm shift starts everyone back at zero

“If you want to make enemies, try to change something” -Woodrow Wilson

People Readiness for ChangePeople Readiness for Change

28%28% are abandoned are abandoned 41%41% come in behind come in behind

schedule and/or over schedule and/or over budgetbudget

80%80% are NOT used in the are NOT used in the way they were intended, way they were intended, or NOT USED AT ALL, 6 or NOT USED AT ALL, 6 months after completion months after completion of installationof installation

____________________________________________

Gartner Group, 2003Gartner Group, 2003

For process improvement involving systems investments:

Embracing ChangeEmbracing Change Defense MechanismDefense Mechanism - - Resistance to change can Resistance to change can

be a be a defense mechanismdefense mechanism caused by frustration caused by frustration and anxiety and anxiety

Resisting a Potential Loss - Resisting a Potential Loss - Individuals may not Individuals may not be resisting the change as much as they are be resisting the change as much as they are resisting a potential lossresisting a potential loss of status, pay, comfort, or of status, pay, comfort, or power that arises from expertisepower that arises from expertise

Fear of the Unknown Future - Fear of the Unknown Future - In many case there In many case there is not a disagreement with the benefits of the new is not a disagreement with the benefits of the new process, but rather a process, but rather a fear of the unknown futurefear of the unknown future and about their ability to adapt to it, e.g. fear that and about their ability to adapt to it, e.g. fear that one will not be able to develop new skills and one will not be able to develop new skills and behaviors that are required in a new work settingbehaviors that are required in a new work setting

The Change CurveThe Change Curve

___________________www.educational-business-articles.com/change-curve.html

The Change JourneyThe Change Journey1.1. To move from good intentions to good results, we have to realize To move from good intentions to good results, we have to realize

that effective change management is more than just a few pieces that effective change management is more than just a few pieces of communicationof communication

2.2. To move from good intentions to good results, we have to realize To move from good intentions to good results, we have to realize that we (the “changers”) may be “living” in the future state, while that we (the “changers”) may be “living” in the future state, while everyone else (“the changees”) is living in the presenteveryone else (“the changees”) is living in the present

3.3. To move beyond good intentions, effective change management To move beyond good intentions, effective change management MUST be focused on helping MUST be focused on helping individualsindividuals change change

4.4. Individual change is a processIndividual change is a process

5.5. To move beyond good intentions, we need to select and use the To move beyond good intentions, we need to select and use the tools available to ustools available to us

6.6. To move beyond good intentions, we need the right people To move beyond good intentions, we need the right people involved and engaged in the right waysinvolved and engaged in the right ways

7.7. Begin with end in mind. Measure the “right” things for this change, Begin with end in mind. Measure the “right” things for this change, at the organizational level and the individual levelat the organizational level and the individual level

Five Principles of Lean ThinkingFive Principles of Lean Thinking1.1. Specify and focus on value Specify and focus on value

Defined by the customer Defined by the customer

2.2. Identify the value stream Identify the value stream Map the process to expose the waste Map the process to expose the waste

3.3. Streamline the processStreamline the process Reduce waste and improve flow without interruptionsReduce waste and improve flow without interruptions

4.4. Let the customer pull product through the value stream Let the customer pull product through the value stream Demand drives delivery of services. Deliver only what Demand drives delivery of services. Deliver only what

the customer wants.the customer wants.l Continuously improve Continuously improve

Seek perfection and continuously improve quality and Seek perfection and continuously improve quality and eliminate waste eliminate waste

What is Value?What is Value?

A measurement of the worth of a product, A measurement of the worth of a product, or service, by a customer based on it’s or service, by a customer based on it’s usefulness in satisfying a customer needusefulness in satisfying a customer need

An activity, process or operation that An activity, process or operation that changes the product from one form to changes the product from one form to another in order to get it closer to what the another in order to get it closer to what the customer wantscustomer wants

Something that the customer is willing to Something that the customer is willing to pay forpay for

Non Value Added Activity = WasteNon Value Added Activity = WasteAny activity that absorbs resources or time Any activity that absorbs resources or time

but creates no value to the customerbut creates no value to the customerConsumes more resources (time, money, Consumes more resources (time, money,

space, etc) than are necessary to produce space, etc) than are necessary to produce the goods, or services, that the customer the goods, or services, that the customer wantswants

Pure WastePure Waste: Actions that could be stopped : Actions that could be stopped without effecting the customer without effecting the customer

Incidental WasteIncidental Waste: Actions that need to be : Actions that need to be done based on how the current system done based on how the current system operates but do not add valueoperates but do not add value

© 2008 Shute & Clark Atlanta University. All Rights Reserved RSP - 25

The Eight Wastes of LeanThe Eight Wastes of Lean

OverproductionOverproduction Excess InventoryExcess Inventory Excess/Unnecessary Excess/Unnecessary

TravelTravel Unnecessary ProcessingUnnecessary Processing WaitingWaiting Excess MotionExcess Motion DefectsDefects Under-utilized PeopleUnder-utilized People

Eight WastesEight Wastes

Excess InventoryExcess Inventory Any supply in excess of a Any supply in excess of a

one-piece flow through your one-piece flow through your manufacturing processmanufacturing process

More forms than you needMore forms than you need Surplus partsSurplus parts Excess office suppliesExcess office supplies

DefectsDefects Causes of defects:Causes of defects:

Weak process controlWeak process control Poor qualityPoor quality

Inadequate education, training, Inadequate education, training, or work instructionsor work instructions

Eight WastesEight Wastes

Processing WasteProcessing Waste

Effort that adds no value to Effort that adds no value to the product or service from the product or service from the customers’ viewpointthe customers’ viewpoint

Product changes without Product changes without process changesprocess changes

Just-in-case logicJust-in-case logic

Lack of communicationLack of communication

Redundant approvalsRedundant approvals

Extra copies or excessive Extra copies or excessive informationinformation

WaitingWaiting Waiting for what?Waiting for what?

Anything!Anything!

Eight WastesEight Wastes

People WastePeople Waste

The waste of not using The waste of not using people’s mental, creative, people’s mental, creative, and physical abilitiesand physical abilities

Old guard thinking, politics, Old guard thinking, politics, the business culturethe business culture

Poor hiring practicesPoor hiring practices

Low or no investment in Low or no investment in trainingtraining

Low pay, high turnover Low pay, high turnover strategystrategy

Motion WasteMotion Waste Any movement of people or Any movement of people or

machines that does not machines that does not add value to the product or add value to the product or serviceservice

InconsistentInconsistent work methodswork methods

Unfavorable facility or cell Unfavorable facility or cell layoutlayout

Poor workplace organization Poor workplace organization and housekeepingand housekeeping

Extra “busy” movements Extra “busy” movements while waitingwhile waiting

Eight WastesEight Wastes

Excess TravelExcess Travel Transporting people, Transporting people,

paper, parts and materials paper, parts and materials around the campusaround the campus

Poor layoutPoor layout Poor understanding of the Poor understanding of the

process flow for productionprocess flow for production Large batch sizes, long lead Large batch sizes, long lead

times, and off- site areastimes, and off- site areas

OverproductionOverproduction Making more than is Making more than is

required by the next required by the next processprocess

Making earlier than is Making earlier than is required by the next required by the next processprocess

Making faster than is Making faster than is required by the next required by the next processprocess

Just-in-case logicJust-in-case logic Long process setupLong process setup Unlevel schedulingUnlevel scheduling Unbalanced workloadUnbalanced workload

Finding WasteFinding WasteFind the value added work, everything else Find the value added work, everything else

is wasteis wasteGo out there and see itGo out there and see it

Observe the process as if you do not know itObserve the process as if you do not know itTalk to the process owners so you can Talk to the process owners so you can

understand why things are done a certain wayunderstand why things are done a certain wayMap the ProcessMap the Process

Map the flow of and identify areas of wasteMap the flow of and identify areas of waste

““See it – Remove it”See it – Remove it”Lean Six SigmaLean Six Sigma

Utilized the principles of Lean Six Sigma Utilized the principles of Lean Six Sigma and 5S to improve the processand 5S to improve the process

Conducted a series of Kaizen Conducted a series of Kaizen Implementation events to understand the Implementation events to understand the process and identify redundanciesprocess and identify redundancies

Mapped the current and future process Mapped the current and future process states to identify non-value added states to identify non-value added activities and eliminate wasteactivities and eliminate waste

Kaizen “For the Good of All”Kaizen “For the Good of All”

Kaizen provides immediate resultsKaizen provides immediate results Kaizen involves the on-going process of Kaizen involves the on-going process of

continually making small improvements that continually making small improvements that improve processes and reduce wasteimprove processes and reduce waste

Kaizen involves setting standards and then Kaizen involves setting standards and then continually improving those standardscontinually improving those standards

“Do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do”

Voice of the CustomerVoice of the Customer Who is the customer?Who is the customer?

Students and ParentsStudents and Parents Colleagues and anyone you provide information, data, Colleagues and anyone you provide information, data,

paperwork or to whom you refer studentspaperwork or to whom you refer students InternallyInternally, your customers may be faculty, deans, , your customers may be faculty, deans,

chairs, administrators, secretaries, or colleagues in chairs, administrators, secretaries, or colleagues in other departmentsother departments

Externally, Externally, you may deal with alumni, colleagues at you may deal with alumni, colleagues at other higher education institutions, funding bodies, other higher education institutions, funding bodies, local businesses, etc. local businesses, etc.

The customer is anyone, internal or external, who is The customer is anyone, internal or external, who is

affected by your processes or servicesaffected by your processes or services

What Does the Customer Want?What Does the Customer Want?

Predictable resultsPredictable resultsValue for moneyValue for moneyAccuracy/PerfectionAccuracy/PerfectionServiceServiceTimelinessTimelinessFlexibilityFlexibility

Measure What MattersMeasure What Matters

A chart can be an effective and precise A chart can be an effective and precise way both to analyse your processes and to way both to analyse your processes and to communicate results to otherscommunicate results to others

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10

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30

40

50

60

70

80

Phone calls Emails Letters Visitors

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20

40

60

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100

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140

160

PARETO CHART

RUN CHART

Mapping the JourneyMapping the Journey Value is anything that is worthwhile from the customer point of viewValue is anything that is worthwhile from the customer point of view

The stream is the journey from end to endThe stream is the journey from end to end

The ideal process flows smoothly, to deliver output to the customer The ideal process flows smoothly, to deliver output to the customer

as quickly and efficiently as possibleas quickly and efficiently as possible

Start with where you are now. Map each step of your service Start with where you are now. Map each step of your service

journey from the customer’s point of view along with the people who journey from the customer’s point of view along with the people who

do the workdo the work

It’s important that EVERY step is included, as this is a picture of how It’s important that EVERY step is included, as this is a picture of how

things really are rather than how things should bethings really are rather than how things should be

Once you have a current state map of your customer journey, Once you have a current state map of your customer journey,

identify all the steps which add value to the customeridentify all the steps which add value to the customer

Everything else is either non-value added or wasteEverything else is either non-value added or waste

Current State: Manual SystemCurrent State: Manual System

5S: The Concept5S: The Concept 5S provides a methodology for organizing a productive

work environment, increasing organizational value, and eliminating waste to: Simplify workSimplify work Increase productivity (less time looking and waiting)Increase productivity (less time looking and waiting) Increase the speed at which services can be deliveredIncrease the speed at which services can be delivered Build customer confidenceBuild customer confidence Reduce exposure to risk (legal, financial, etc)Reduce exposure to risk (legal, financial, etc) Transfer knowledge and skillsTransfer knowledge and skills

Lean 5S PrinciplesLean 5S Principles1. Sort - to keep the useful and

move away the useless

2. Set In Order - organize, identify and arrange everything in the right place

3. Shine - regular cleaning and maintenance

4. Standardize - make it easy to maintain - simplify and standardize

5. Sustain -maintaining what has been accomplished

Time is MoneyTime is Money Organization with 1000 employeesOrganization with 1000 employees

Earn average of $22 per hourEarn average of $22 per hour Work 250 days per yearWork 250 days per year

Each employee spends an average of 30 minutes per day looking Each employee spends an average of 30 minutes per day looking for files, documents, or “figuring out” non-intuitive processes.for files, documents, or “figuring out” non-intuitive processes. Individual impactIndividual impact

=125 hours of wasted time per year=125 hours of wasted time per year =Over 4 months of frustrating, unfulfilling, nonproductive time=Over 4 months of frustrating, unfulfilling, nonproductive time

Organizational impactOrganizational impact =93,750 hours of nonproductive time=93,750 hours of nonproductive time =$2.75 Million unnecessary direct expense per year due to =$2.75 Million unnecessary direct expense per year due to

valuable resources doing non-value-added work valuable resources doing non-value-added work

1S - Sort1S - Sort Remove all unwanted, unnecessary, and Remove all unwanted, unnecessary, and

unrelated documents from the workplace unrelated documents from the workplace Keep only essential documents. The idea is Keep only essential documents. The idea is

to ensure that everything left is necessaryto ensure that everything left is necessary Minimum necessary to produce maximum Minimum necessary to produce maximum

outcomes. outcomes. Necessary factors: Necessary factors:

Need, Functionality, and ComplianceNeed, Functionality, and Compliance

Purpose: e-File SystemPurpose: e-File System

Transition from a Transition from a manual filing system manual filing system to an e-Filing system.to an e-Filing system.

Goals:Goals: Increase accessibility and Increase accessibility and

retrieval of informationretrieval of information Increase response timeIncrease response time Minimize document lossMinimize document loss

Manual SystemManual System

Typing of file labels, folders, and tabsTyping of file labels, folders, and tabs Maintaining file hardware (file cabinets and rails)Maintaining file hardware (file cabinets and rails) Creating space for growing hard filesCreating space for growing hard files Filing alphabeticalFiling alphabetical

Principal Investigator changePrincipal Investigator changePhysical maneuvering of filesPhysical maneuvering of files

Retrieving files for documenting expendituresRetrieving files for documenting expenditures Integrating with In-House dBaseIntegrating with In-House dBase

Current State: Manual SystemCurrent State: Manual System

When in Doubt, Move it OutWhen in Doubt, Move it Out

Utilized and leveraged existing resources:Utilized and leveraged existing resources:University established shared network driveUniversity established shared network driveRicoh 5-in-1 copier, document server, Ricoh 5-in-1 copier, document server,

facsimile, printer, scannerfacsimile, printer, scannerCreated electronic folder space for each Created electronic folder space for each

active and inactive grant awardactive and inactive grant awardCleaned up all grant award filesCleaned up all grant award files

2S – Set in Order2S – Set in Order

Identify a specific place for everything Identify a specific place for everything Arrange electronic information so the most Arrange electronic information so the most

commonly used information is quickest to commonly used information is quickest to accessaccess

Establish procedures that will allow items to be Establish procedures that will allow items to be easily found, handled, replenished, and returned easily found, handled, replenished, and returned to their original location quicklyto their original location quickly

SystematizeSystematize

Future StateFuture State“A place for everything, and everything in its place”

A Place for EverythingA Place for Everything

Scanned all grant award files Scanned all grant award files Filed all documents based on Filed all documents based on

fund/account numberfund/account numberLinked e-File to departmental Access Linked e-File to departmental Access

databasedatabase

3S - Shine3S - ShineEstablish preventive measures and align Establish preventive measures and align

the efforts of team members to produce the efforts of team members to produce ongoing cleanlinessongoing cleanliness

‘‘Everyone is a Janitor‘. Cleaning must be Everyone is a Janitor‘. Cleaning must be done by everyone in the organization, from done by everyone in the organization, from operators to managersoperators to managers

Everyone should see the 'workplace' Everyone should see the 'workplace' through the eyes of an auditor - always through the eyes of an auditor - always thinking if it is clean enough to make a thinking if it is clean enough to make a good impressiongood impression

“The best cleaning is to not need cleaning”

The Best Cleaning: E-File SystemThe Best Cleaning: E-File System

Cutting and Pasting pre-defined folder Cutting and Pasting pre-defined folder structurestructure

Storing files to reflect fund number filing Storing files to reflect fund number filing structure (numeric filing system)structure (numeric filing system)

Copying and Scanning files directly from Copying and Scanning files directly from copier/scannercopier/scanner

Filing, Retrieving, and Sharing documents Filing, Retrieving, and Sharing documents made easier.made easier.

The Best CleaningThe Best Cleaning

Virtual Repository: Fund AccountsVirtual Repository: Fund Accounts

Virtual Repository: Fund AccountsVirtual Repository: Fund Accounts

Virtual Repository: Fund AccountsVirtual Repository: Fund Accounts

RSP Access DatabaseRSP Access Database

RSP Access DatabaseRSP Access Database

4S - Standardize4S - Standardize

Create best Create best practices and get practices and get each team member each team member to use the to use the established best established best practices the same practices the same wayway

“See and recognize what needs to be done”

5S - Sustain5S - Sustain

Effective, ongoing application of Effective, ongoing application of knowledge, skills, and abilities gained knowledge, skills, and abilities gained from the 5S process in order to improve from the 5S process in order to improve organizational wide effectivenessorganizational wide effectiveness

Create a unified commitment and drive Create a unified commitment and drive to achieve 5S goals throughout the to achieve 5S goals throughout the organizationorganization

Encourage shared rules and shared Encourage shared rules and shared valuesvalues

“The less self-discipline you need, the better”

RSP Integration with BDMSRSP Integration with BDMS

Banner Document Management SuiteBanner Document Management SuiteTransition documents from RSP Shared Drive Transition documents from RSP Shared Drive

directly into Bannerdirectly into BannerCapture and organize all types of electronic Capture and organize all types of electronic

documents documents Share documents with various offices without Share documents with various offices without

copying, faxing, or emailingcopying, faxing, or emailing

Our Future with BDMSOur Future with BDMS Easily capture and organize any kind of electronic documents Easily capture and organize any kind of electronic documents Link documents to information in the Banner Unified Digital Campus Link documents to information in the Banner Unified Digital Campus View documents directly from Banner or outside of Banner View documents directly from Banner or outside of Banner Create custom document collections without customization services or Create custom document collections without customization services or

programming programming Capture data from paper and faxes with sophisticated record matching Capture data from paper and faxes with sophisticated record matching Distribute documents in client/server and web-based environments Distribute documents in client/server and web-based environments Automatically capture and index any letters, billing statements, Automatically capture and index any letters, billing statements,

reports, or other output reports, or other output Use virtualized storage and automatic archival and back-up of Use virtualized storage and automatic archival and back-up of

managed content managed content Scale to meet long-term, institution-wide document management Scale to meet long-term, institution-wide document management

needs needs

Integration with Other SystemsIntegration with Other Systems

Integrates seamlessly with the Microsoft Integrates seamlessly with the Microsoft Access Grants Database created by RSPAccess Grants Database created by RSP

Facilitates a ‘Less Paper’ environmentFacilitates a ‘Less Paper’ environmentAligns with the University’s Banner Aligns with the University’s Banner

Document Management System (BDMS) Document Management System (BDMS) for optimum integrationfor optimum integration

Serves as a model for a best practice in Serves as a model for a best practice in Research AdministrationResearch Administration

All this work and we are already behind!All this work and we are already behind!

Faster, Friendlier, and EasierFaster, Friendlier, and Easier

ReduceReduce Non-value added Non-value added

activityactivity Mistakes, errors, and Mistakes, errors, and

reworkrework Search time locating Search time locating

files.files. Unnecessary motionUnnecessary motion PaperworkPaperwork CostsCosts Inventory levelsInventory levels

ImproveImprove ProductivityProductivity Space utilizationSpace utilization Service qualityService quality Customer Satisfaction Customer Satisfaction

(Internal and External)(Internal and External) Ability to share and Ability to share and

transfer knowledgetransfer knowledge Accessibility and Accessibility and

retrieval of informationretrieval of information Response time and Response time and

efficiencyefficiency

Promoting Research at CAUPromoting Research at CAU Requires commitment and partnership from University, Requires commitment and partnership from University,

Board of Trustees, government and corporate partnersBoard of Trustees, government and corporate partners Funding for infrastructure, research initiatives, equipment, and Funding for infrastructure, research initiatives, equipment, and

personnel, i.e. expanding research complex at CAU, etc.personnel, i.e. expanding research complex at CAU, etc. Recruit and retain students, faculty, and researchers with Recruit and retain students, faculty, and researchers with

expertise in high growth areasexpertise in high growth areas

Enhanced research reputation at CAU Enhanced research reputation at CAU intangible benefit to our intangible benefit to our students, the State of Georgia, our partners and communitystudents, the State of Georgia, our partners and community

Stimulate growth of “high-tech” industry and economic Stimulate growth of “high-tech” industry and economic development in Georgiadevelopment in Georgia

http://www.cau.edu/research

Thank you for your continued support!Thank you for your continued support!

References CitedReferences Cited www.moresteam.com/toolbox/process-flow-chart.cfm Pasmore, William A., Creating Strategic Change: Pasmore, William A., Creating Strategic Change:

Designing the Flexible, High-performing OrganizationDesigning the Flexible, High-performing Organization(April 15, 1994)(April 15, 1994)

www.isixsigma.com/tools-templates/5s www.borland.com Gartner Group, 2003Gartner Group, 2003 www.educational-business-articles.com/change-curve.ht

ml Employee Resistance to Organizational Change: Employee Resistance to Organizational Change:

http://www.newfoundations.com/OrgTheory/Bolognese721.html

Carter McNamara, Carter McNamara, www.mapnp.org