<br><font size=2 face="Arial">Do you have broken processes on your campus?
Do documents get lost as they move from office to office for approval?
Is this an efficient way to help students and faculty? </font><font size=3>
</font><font size=2 face="Arial"><br>
<br>
Lean University is a concept successfully used at the University of Central
Oklahoma. Now we offer an executive training program to help your
campus become a Lean University. No that does not mean reducing staff.
It means structuring processes where your overworked staff can do
their job easier and sometimes better.</font><font size=3> </font><font size=2 face="Arial"><br>
<br>
Process improvement training that focuses on your campus needs is offered
through the Lean University program. Participants completing the
program are certified Lean Facilitators. The training is split into
two sessions to allow participants time to complete homework assignments
on a project on their home campus. Instructors serve as coaches as
the participants work on the homework project. The economical comprehensive
training covers: <br>
<br>
Lean Principles (as they apply to higher education), <br>
Value Stream Mapping (identify true waste in a process), <br>
Performance Measures (measuring the change), <br>
Kaizen Events (making the change) and <br>
Culture Impact (finding solutions for barriers to implement). </font><font size=3>
</font><font size=2 face="Arial"><b><br>
<br>
Space is limited, so register for one of the sessions scheduled or ask
about a customized training program for your campus.</b></font><font size=3>
</font><font size=2 face="Arial"><b><br>
<br>
September 29-October 2 and October 27-29, 2008 (Oklahoma City area) - call
to see if you qualify for a discount<br>
January 27-30 and February 23-25, 2009 (Oklahoma City area)</b></font><font size=3>
</font><font size=2 face="Arial"><b><br>
March 30-April 2 and April 27-29, 2009 (Dallas area)</b></font><font size=3>
</font><font size=2 face="Arial"><br>
<br>
For program details and options on completing the program contact <b>Karen
Kusler at (405) 974-2540 or </b></font><a href=mailto:kkusler@ucok.edu><font size=2 color=blue face="Arial"><b><u>kkusler@ucok.edu</u></b></font></a><font size=2 face="Arial">.
More information about the Lean University program and the Center
for Strategic Improvement at the University of Central Oklahoma is available
on the website <b>www.ucocsi.edu</b> </font><font size=3>
<br>
</font><font size=4 face="Arial"><b><i><br>
<br>
Why UCO Lean University Program?</i></b></font><font size=3> </font><font size=2 face="Arial"><br>
<br>
Since 2002 UCO has used Transactional Lean principles to improve services.
UCO is a campus designed for 12,000 students with a current enrollment
of roughly 16,000 students. We are a metropolitan university with a $104
million budget (50% state appropriation) and 1.7 million square feet in
buildings. We not only teach the program, we apply the principles
to our campus.</font><font size=3> </font><font size=2 face="Arial"><br>
<br>
Lean is a systematic approach to identify and eliminate waste in a process.
It enables higher education to apply positive change in processes in a
short time period. Generally the implementation schedule to apply change
in a Transactional Lean process ranges from one week to three months.</font><font size=3>
</font><font size=2 face="Arial"><b><br>
<br>
Program Design:</b></font><font size=3> </font><font size=2 face="Arial"><b><br>
<br>
Week One (4 days)</b></font><font size=3> </font><font size=2 face="Arial"><br>
1. <u>Transactional Lean Principles</u> (1 day)</font><font size=3> </font><font size=2 face="Arial"><br>
Develop an understanding of what Lean is and the history of the principles.
Be able to define a process and determine the start and end points of the
process. Identify areas of waste in transactional Lean processes. Recognize
the value of continuous flow in a process. Review the value of Lean Tools
including: Quality at the Source, Batch Size Reduction, Standardized Work,
Point of Use Storage, 5 S System, Visual Controls, Value Stream Mapping,
Pull System, and Layout.</font><font size=3> </font><font size=2 face="Arial"><br>
<br>
2. <u>Developing Value Stream Maps</u> (VSM) (2 days)</font><font size=3>
</font><font size=2 face="Arial"><br>
Learn to use the Value Stream Map tool to visualize a process. The current
state map presents the steps involved in a process. The future state map
describes the process with changes to eliminate waste and improve efficiency.
Hands-on activities are applied to familiarize participants with the symbols
and format of Value Stream Maps. Formats for VSM Charters are presented
and criteria for team member selection are defined. <br>
<br>
3. <u>Defining Performance Measures</u> (1 day)</font><font size=3> </font><font size=2 face="Arial"><br>
Techniques to facilitate team meetings are discussed and role played. Emphasize
the importance of</font><font size=3> </font><font size=2 face="Arial"><br>
connecting process measures to strategic goals and defining metrics to
measure effectiveness of steps. Formats for action plans to implement change
are presented. <b><br>
<br>
Week Two (3 days)</b></font><font size=3> </font><font size=2 face="Arial"><br>
4. <u>Planning and Conducting Kaizen Events</u> (2 days)</font><font size=3>
</font><font size=2 face="Arial"><br>
Changes in the process are implemented through Kaizen Events. Participants
learn the steps for</font><font size=3> </font><font size=2 face="Arial"><br>
planning a Kaizen Event (including Charter formats), selecting the implementation
team, and making change in the process in a short time span. The value
of follow-up on Kaizen Events is emphasized.</font><font size=3> </font><font size=2 face="Arial"><br>
<br>
5. <u>Creating a Lean Culture</u> (1 day)</font><font size=3> </font><font size=2 face="Arial"><br>
Participants develop an understanding of culture issues tied to change
in processes. Barriers to change are discussed and options identified to
overcome them. Techniques for monitoring change are presented.</font><font size=3>
</font><font size=2 face="Arial"><b><br>
<br>
Homework Assignments</b></font><font size=3> </font><font size=2 face="Arial"><u><br>
Following Week One</u>:</font><font size=3> </font><font size=2 face="Arial"><br>
Draw Current and Future State Value Stream Maps on a process in your organization.
Identify metrics for the process. Report on the mapping experience and
the process VSM at the beginning of Week Two.</font><font size=3> </font><font size=2 face="Arial"><u><br>
<br>
Last Day of Class</u>:</font><font size=3> </font><font size=2 face="Arial"><br>
100 point examination on knowledge of Transactional Lean Principles.</font><font size=3>
</font><font size=2 face="Arial"><u><br>
<br>
Following Week Two</u>:</font><font size=3> </font><font size=2 face="Arial"><br>
Complete one Kaizen Event, preferably on the process mapped. Submit the
Kaizen Charter and report for review. Write a 2-5 page paper on how the
barriers to changing an organization’s culture will be addressed. <br>
<br>
Completion of homework assignments, passing the examination with a grade
of 70% or higher, and class attendance is required for certification.</font><font size=3>
<br>
</font>
<br>
<br><font size=2 face="sans-serif">Karen Kusler<br>
University of Central Oklahoma<br>
Center for Strategic Improvement<br>
Nigh University Center, Room 305F<br>
100 N. University Drive<br>
Edmond, OK 73034<br>
(405) 974-2540<br>
fax: (405) 974-3875<br>
kkusler@ucok.edu<br>
http://ucocsi.com<br>
<br>
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