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College BookstoreNorthwestern Michigan College
Project
The delivery of textbooks and materials to
students
Project Charter
Project:
Delivery of textbooks and materials to students
Initiation Date:
3.1.12
Sponsor/ Leadership Panel:
Vicki Cook, Interim VP of Administrative Services
Value Stream Manager (Person most directly responsible for the project area):
Rhonda, Greiner, Manager Bookstore
Team Members:
Vicki Cook, Rhonda Greiner, Wendy Rogers, Kay Hall
Purpose of Project:
Create the procedure to deliver textbooks and materials to students
Metrics and Targets (What metrics do you anticipate changing after the project, what are your goal numbers?):
The success will be measured by the number of returns; the number of books ordered late, the number of books left on the shelf after the final drop date.
Project Scope (Beginning and end points of the project):
The beginning will be with the opening of the requisition Summer 2012 process and run through the final drop date in the semester Spring 2013
Parameters (Processes that must be followed, constraints, etc.):
Deliverables (Tangible outputs of the project):
Timeline, including target completion date:
Spring 2013
Updates (How often will leadership be updated?):
Monthly
The Project Charter is a document that gives direction to the identified project.
The delivery of textbooks and materials to students was chosen to help lean out the process and look at areas that stand out as challenges.
Leader vs FacilitatorLeader
o Provides guidanceo Subject knowledgeo Sets a good exampleo Over comes obstacleso Resourcefulo Open mindedo Mentor
Facilitator
o Guideo Experience with processo Life experienceo On front line with participantso Helps to keep things positiveo Good listenero Keeps focuso Gets everyone involved
The facilitator role worked best for this project because it createda sense of ownership with the bookstore staff.
Kick Off Meeting
Kick off Meeting Agenda
Meeting Objectives:Communicate project purpose and solicit feedback
Team Members:Kay Hall, Rhonda Greiner, Wendy Rogers
When: February 23, 2012
Where:Bookstore
Agenda
•Project CharterReview document
•FeedbackDocument feedback
•Review projects milestones, timelines and participation expectationsCreate A3
•Identify next stepsGenerate from A3
•Outline next steps and timeline
At our kick off meeting we discussed the direction of the process, the time line, the documents needed and the commitment from everyone involved.We knew the magnitude of work this project was going to take and made the commitment to meet weekly until we felt we had accomplished our goals
Project A-3The A3 that we created has aProject Purpose:Improve the bookstore process to deliver textbooks and materials to studentsBackground InformationThe bookstore textbook and material ordering is cyclical with overlapping placement of orders from semester to semester. There are many factors that bring on challenges and frustration to the process. It’s not as simple as get a requisition, order a book, sell the book. As you will see on the follow slide.The action plan has 6 goalsComplete Value Stream Map5’S projectStandardize workImproving the flowProblem solvingFuture State Map
Project Purpose:
Improve the delivery of textbooks and materials to students.
Background information
Currently the ordering process becomes bogged down in repetitive work. Books are (over/under) ordered and there is only one person who knows the process. The time allotted for ordering books overlaps with other semesters there by the process overlaps causing some confusion.
Action PlanGoals Task Person
Responsible
J F M A M J J A S O N D
CURRENT STATE VSM SCHEDULE SESSIONCOMPLETE MAP
Rhonda, Wendy, Kay
�p
5S PROJECT DETERMINE AREASCHEDULE TIME TO COMPLETEPERFORM 5 S
Rhonda, Jan, Kay
�p
VISUAL MANAGEMENT DETERMINE THE AREA NEEDED TO WORK WITHPURCHASE ANY SUPPLIES NEEDEDSET UP THE SYSTEM
Jan, Kay �p
CREATING A FLOW DETERMINE THE AREA THAT NEEDS THE FLOW IMPROVEMENTGATHER AND REVIEW WITH THE TEAM THE NEEDS IN THAT AREADESIGN AND ORDER MATERIALS
Rhonda, Wendy, Jan, Michael, Kay
� p
FUTURE STATE MAP SCHEDULE SESSIONCREATE MAP
Rhonda, Wendy, Kay
� p
Follow-up / Unresolved Issues
We will continue to hold weekly ½ hour meetings to further process the lean procedures that we have initiated.
� Proposed Start � Actual start r Proposed completion p Actual Completion
Current State VSM
NMC was a host company for the Lean Championship. During that time as a team we created the Value Stream Mapping for Project Bookstore. We took one book through the process and the image shows the extensive steps taken to get it through.
5s and Workplace Organization
BeforeAfter
The buyback room was a catchall. It’s a room used during certain times of the year and then basically becomes a storage unit. When we looked at an area to do this seemed the best choice. We went in and organized, labeled, cleaned. It has remained a sense of accomplishment in the bookstore and everyone continues to monitor what goes in and out of the room.
Visual Management
Using file folders we created a filing system that categorizes tasks by day. It eliminated notes, papers, stacks of papers from the desk top yet allowed a daily reminder of what needed to be done.
Creating Flow We had two people working Back to back in a very small space. The person who oversees the cashiers and the person who orders the textbooks. If made a better flow to create a work space for the person who oversees the cashiers and handles all the merchandise ordering and to move the person who handles all the textbook and materials ordering to a location in the bookstore closer to the person who checks in all the materials. The person who oversees the cashiers stayedIn the front office while the person who handles all the textbook ordering went to the back area .
See next Slide
Creating flow
Plan – Do – Check - Adjust
We continue to have weekly meetings to stay on track with the lean process.
Future State Map
Lessons Learned
Expect more challenges when the area that you choose to lean is not within your responsibility.
We stared out with 1 ½ hour meetings and then after bringing that to the group, we changed our meeting time to ½ hour. It is short however the points are hit and then we move on. It also has caused less cancellations.
Next Step
1. Continue to lean out the shelf card process.
2. Continue to meet with the bookstore staff and discuss ways to implement the lean process in other areas of the bookstore
To Be Continued
The Bookstore works with elements of time that are challenging to continue the lean process uninterrupted, however there is an evident commitment to create a lean working environmentfrom the Bookstore staff.