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Streamlining HR Processes through Lean/Six Sigma
Methodology:
A Success Story
Presented by:
Annie Crawford, MBA, SPHR, SHRM-CP
Xenia Lampley, MSM
Lauren Rubitz, MPS, SPHR
New Jersey Institute of Technology
October 6, 2017
About NJIT
• Newark, NJ
• 6 Colleges and 16 Academic Departments
• Over 11,000 students
• Approximately 1400 full time employees
• Human Resources Department- 15 employees
Higher Education HR Challenges
How to:
• Overcome resistance to change when moving processes
from paper based to technology enabled
• Gain the support of faculty and administration for this
process change initiative by applying Lean / Six Sigma
concepts and tools in Higher Education
• Ensure that the HR departments resources and existing
priorities are balanced and met
• Create the right metrics and determine return on
investment
• What is Lean / Six Sigma
• Concepts and Tools used to Streamline Processes
• What is Batching and the areas of Waste
• Identifying areas of non-value added time in a process using Value
Stream Mapping
• Ways to eliminate or reduce non-value added process time utilizing
Lean / Six Sigma Techniques
• Implementation of new processes
Overview
Learning Objectives
After participating in this session, attendees will be able to:
• Understand important points of the lean/six sigma process
• Articulate the individual and institutional benefits of process
improvement
• Identify areas of waste within their own university where Lean/Six
Sigma might be beneficial
Involuntary Separations
• Timely process
• Each step done separately
• Total time to separate an employee: 22 business days
New Adjunct Onboarding
• Fully onboard before start of the semester
• Batching in the process
• Total time to onboard a new adjunct: 67 business days
Processes for Improvement
Lean/Six Sigma
Lean
• Focuses on continuous
improvement through the
elimination of waste
Six Sigma
• Focuses on improving quality
by eliminating variability in the
process
Four Main Components of
Lean
• Identify and Eliminate Waste
• Continuous Improvement
• Flow
• The Pursuit of Perfection
8 Areas of Waste -
“DOWNTIME”• Defects
• Overproduction
• Waiting
• Non-Value Added Processing
• Transportation
• Inventory
• Motion
• Employee Under-Utilization
Waste Walk
Thinking about a particular
process, can you identify areas of
waste within your university?
The Six Sigma
Methodology:
DMAIC• Define the System
• Measure the Current State
• Analyze the Data
• Improve the Current Process
• Control the new Process
Tools used to Discover Improvement
Opportunities
• Value Stream Mapping
• SIPOC
• ICE Prioritization Tool
Value Stream Map
A tool used to help an organization see
“what is” and create a vision of “what can
be.”
SUPPLIERS INPUTS PROCESS OUTPUTS CUSTOMER
(As above)
Adjunct Grades, Course Information Education Students
Instruction Credits
Personal Information
Department Contract Information Pay and benefits Adjuncts
Access to the system
Dean's Office Insure class is scheduled Email & Moodle
ID & Parking
Provost's Office Review of Adjunct Budget
Fully ready Adjunct Department
Budget Office Position Number
Human Resources NJIT ID Revenue NJIT
Card for Parking and ID
Benefits Pension Eligibility
UIS Access to Moodle
Access to Email
Payroll Payroll Processing
Deductions
SIPOC
Ice Prioritization Tool
Impact Cost Effort Total (add columns)
High 2 0 0
Low 0 1 1
The higher the Point Total, the higher the priority (4 max, 0 min)
4 Extraordinary Opportunity , needs immediate action
3 Strong Opportunity , act upon as soon as possible
2 Opportunity , act upon as resources are available
1 Minor Opportunity , placed in "future" status
0 No Opportunity , should not be pursued
ICE Prioritization Tool
4
Batching vs. Single Piece
Flow
https://www.youtube.com/watch?v=Dr67i5SdXiM
Streamlined Processes
• Involuntary Separation Process
• Adjunct Onboarding Process
Involuntary Separation Process
Objectives
• Reduce the time elapsed to separate an employee off
campus by 50%
• Standardize operational documentation 100% of the time
• The value stream map revealed
that the entire process could
take up to 33 separate steps-
22 business days
• Focus- Separation Initiation by
manager, until employee
leaves campus: 12.2 days
22 Days
Notification to employee off campus
9.8 Days 12.2
Current State
Analysis of Current State: 12.2 Days
Process time, included the following significant steps, totaling
1.5 days:
• Full investigation
• Research of current law
• Review by Legal Affairs
• Holding due process meeting
• Operational documentation (PAF, letter, etc.)
Analysis of Current State:
12.2 Days
Elapsed Time: Totaling 10.7 days:
Waste Identified:
• Waiting
• Non-Value-Added (Over) Processing
• Transportation
Improvements
Eliminate:
• Redundant VP approval
• Authorization Change
Yield: ½ day
Conduct Concurrently:
• Investigation
• Schedule due process meeting
• Draft and approve PAF
Yield: 4 days
Future State
Continuous Improvement
• Room for Further Technological Improvement
Onboarding Process for
New Adjunct Faculty
Project Objective
• To streamline the adjunct onboarding process so that a new
adjunct is on boarded at least one week prior to the start of
a new semester in 95%* of the cases
Customer’s(Adjunct) Requirements
• Have access to all NJIT teaching resources at start of
semester
• Be paid without any lag
Current State Observations
• Current state process mapping shows that it requires 35 steps
to complete the new adjunct onboarding – 18 Steps are
currently performed by HR
• Adjunct contract process is batch oriented
• The current processing time to onboard a new adjunct is 16.5
days
• There is a total of 50.7 days of elapsed time in the process
Overall Total Time to Onboard New Adjunct = 67.2
Days
Current State Observations
Elapsed time distribution (in days):
Total Elapsed Time: 50.7 days
Value added/non-value added time distribution:
• 21 steps that are value added and have an average elapsed time of
44.2 days and a processing time of 15.4 days
Of the 44.2 days, on an average
–12 days of elapsed time is attributable to recruitment
process.
–11 days of elapsed time is attributable to completion of
new hire paperwork by Adjunct (6)
–5 days of elapsed time is attributable to UCID creation(3)
–5 days of elapsed time is attributable to HR input (1.25)
• 14 steps that are non-value added and have an average elapse time
of 6.5 days and a processing time of 1.1 days
Current State Observations
Risks in Current
Process• Customer dissatisfaction
• Student rosters are not available to adjunct unless a
UCID has been created/allocated
• Adjuncts cannot communicate with students through
standard NJIT resources
• Not remain in compliance with State and Federal wage
law
Future State
Recommendations & Projected Outcomes
• No batching in the process
• Combine certain steps to eliminate
waste
• Departments hand out “New Hire
Packets”
• HR – late hours prior to & during
semester start
• Let all new adjuncts know that
access to their roster is dependent
upon creation of their UCID
• Contracts are processed as they
come in
• Elapsed time will be reduced since
steps are note being done
separately
• Adjuncts come to HR prepared with
proper identifications and
completed paperwork
• No unenrolled adjuncts, lag in pay
or back deductions
• Customer Satisfaction
High Level Future Process Map
Implementation Plans
Help you stay on track!
Conduct frequent meetings to review progress
• Evaluate resources needed
• Re-prioritize and modify dates, if necessary
Identify room for improvement
• There may be a 2nd
phase of improvements
Questions?
Thank You!
Annie Crawford, MBA, SPHR, SHRM-CP: annie.crawford@njit.edu
Xenia Lampley, MSM: xenia.thomas@njit.edu
Lauren A. Rubitz, MPS, SPHR: lauren.a.rubitz@njit.edu
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