How we work
"You have to take time now to make time later" - Registry
How we work
The Lean Team are always looking to find new ways of ensuring that continuous improvement becomes a part of our daily work, not a one-off event.
The work of the Lean Team is built upon two strands, Lean Project work that introduces rapid change on a specific process and Lean Skills Training that empowers staff to make changes every day.
Lean Training
Part of each Lean project involves knowledge transfer in Lean tools and approaches. While these events are not primarily training activities and our stated goal is process optimisation, we often find the skills of staff, and relationships between them, benefit from being part of a Lean project.
Engaging in a Lean project, however, limits the impact that the team can have. So, we also specifically offer training to staff to support them to become Lean, as well as enhancing continuous improvement as a theme across the University's staff training offerings.
We actively contribute to the University's Passport to Management Excellence, the Passport to Administrative Excellence programme, and for our students the Professional Skills Curriculum.
Current courses we offer include:
- Lean Thinking
- Lean Tools
- Lean Problem Solving
- Managing Change
- Introduction to Project Management
Booking for these is available through the University's Personal Development Management System.
Lean skills for Managers
"The main change has been the use of a weekly task board[...] This has enabled the team to work more efficiently as everyone is aware of what the other team members are doing, and has avoided duplication of tasks, and reduced the number of clashes for use of resources."
Lean Project
A Lean project comes about through a partnership between staff members and members of the Lean Team. The team have a number of different tools, techniques and approaches which they use.
The Lean Team have developed a standard eight step project format, however, because the scale and nature of projects vary, this framework is often adapted to better suit individual needs.
Our Lean Process is available as a poster here: Lean 8 Step Process Poster (PDF, 459 KB)
Lean Project Steps
| Step | Description | |
|---|---|---|
| 1 | Request | An area of work is identified; by a member of the principal's office, senior management, frontline staff members or through an enquiry we might make. |
| 2 | Scoping | It is ensured that there are clear goals, the right people involved, and any required resources arranged. |
| 3 | Planning | With the appropriate people, the project goal is reviewed and agreed. The approach, timetable, and any data requirements are also agreed. |
| 4 | Training | Where required (when staff are new to Lean, or the area is a specialist one) additional training is undertaken. |
| 5 | Redesign | The group meets for a focussed peroid of time with the authority (indeed the duty!) to create a new process, and identify and complete actions required. This will lead to a documented new process and an action plan for any further work. |
| 6 | Implementation | Further actions are taken by the team members. |
| 7 | Review | The group meets regularly as required (often at 15, 30 and 90 days) to identify and remove any barriers to implementation. |
| 8 |
Feedback |
The project is signed off as completed and feedback is taken on the Lean process as a whole. |
In the long term, and as part of each project, we aim to pass on our own experience and knowledge of Lean to enable staff and managers to continue to implement Lean thinking in their work.
Responsibilites
To get the most out of working with us, we work on the following commitments between Lean team members and colleagues.
Lean Team:
- Leadership - facilitation to reach goals
- Expertise in Lean and Change process
- Support and challenge
- Logistical arrangements as required
Project Staff:
- Active contribution
- Knowledge of relevant area
- Openness to change
- Commitment to continuous improvement
- Agreed deadlines and time commitments met
Commissioning work with Lean
The majority of the work we undertake is suggested by a member of senior management staff and supported by a member of the Principal's Office.
However, if you have a good idea, don't let that put you off! If you are interested in working with us, get in touch by email or telephone. We can help you create a business case to generate management support if this is required and we often undertake short term work at a local level to help overcome process problems.
Rapid Improvement Event
"Working in a 'Blitz' approach was intense but delivered results" - Residential Services
Like Lean initiatives in other organisations, our most productive outcomes have been as a result of Raid Improvement Events (RIE) or blitz events.
In a RIE the project team is removed from the workplace, typically for 5 days. In common with other Lean activity, a number of steps take place:
- The event begins with a clear management commission.
- The current process is mapped using standard conventions.
- Data about the current process is checked to ensure full understanding.
- Options for alternative approaches to a process are identified and analysed.
- A future process is designed and implemented.
- An action plan is formulated for outstanding tasks.
- The project team presents their new process to management and colleagues at a feed out session.
- Follow up events are typically held at 15, 30, 60 and 90 day periods.
Tools that Lean uses
In running Lean events we use varying approaches to assist staff as appropriate, and we're always trying new things. Most of what we do seems to involve using lots of sticky notes, marker pens and large peices of paper! Our focus is on generating and implementing solutions and a hands-on approach is often the most effective way of acheiving this.
Tools and techniques we use include:
- Process Mapping
- Nominal Grouping Technique
- Six Thinking Hats
- Analytical tools like SIPOC
- Mind mapping and Rich Pictures
- Matrix prioritisation
- Visual Management
- Video feedback
Business Development Grants
Business Development Grants are made available by Lean, in consultation with the appropriate Principal's Office staff member, to ensure the successful outcome of a Lean project.
Criteria for a grant include:
- A relevant Lean project is underway
- Without the grant the full benefits of the project will not be realised
- The benefits outweigh the costs incurred
- There is no other appropriate source of funding available
Examples of grants made include:
- Software developer resource, enabling delivery of significant additional functions on the University website, in time to meet a short deadline.
- Temporary staff, enabling the removal of a build up of work causing significant delays and staff stress.
- Moveable magnetic whiteboard, providing workplace visual management system enabling staff to manage daily workload.
- Network printer, enabling documents to be automatically printed on headed notepaper, saving significant staff time.
More information about our services can be found in the Lean Service Catalogue.
