Embed Size (px)
Citation preview
Lean in HE: Improving MBA student
recruiting process through use of
Value Stream Mapping Paulette Alexander, PhD, Associate Dean
Janyce Fadden, MBA, Executive in Residence University of North Alabama
Counteracting Forces in the Market 2
Fewer students are entering higher
education
Yet, more students go online to make
their college decision
Building the case for change
Students are applying to more and more institutions
Today’s MBA situation
• Acquisition costs are increasing as schools fight for market share
• Competition will be based on differentiating a program’s value and quality
• Given consumer behavior trends, digital continues to be the present and future of higher education marketing
• Sustained influence and relationships with prospective students are critical for success
4
Source: Collegis
5
The opportunity The UNA MBA program identified an opportunity to differentiate by improving the recruiting and admissions process
The Goal: Create an efficient, student-centered process inspired by the Amazon customer service model by utilizing data to find opportunity areas for improvement
What Is a Value Stream?
• Defines value from the customer’s perspective
• All of the actions and tasks, both value added and non-value added or waste, required to bring an item (an idea, information, product or service) from its inception through delivery.
• These include actions to process information from the customer and actions to transform the service on its way to the customer.
Value Stream Mapping • Helps us see where value is created, and where
waste exists: o Shows flow of both material & information
o Helps us see where/how specific Lean tools can
be used to improve flow and eliminate waste
o Consists of two types of maps: Present State - as it is Future State - how it should be
VSM First try
MBA Process Map Updated
9/14/2015 10
Orientation phone call
Prospecting Nurturing Application Admission Registration
Zoho CRM Filing Cabinet
College Net:ApplyWeb/
Admin
Info added to CRM
Auto response
email sent
Connect
Make interview
appt.
Phone call
Conduct interview
Determine Readiness to apply
BeginApplyweb Application
Complete File
COB review file
Decision Made
COB phones and emails
periodically
Leave VM 6 days in a row
Email alert to Zack
Schedule appt
Orientation
Marketing Campaigns
Incomplete
Connect
VM and email sent
Admissions Prints App/ Creates File
Complete Application
Registration
Delay in start
Enroll
601
Nurture to register
GMAT
Referral
Connect
Email periodically for 2 weeks
Continueto nurture
Organic
Banner Xtender
Create account with CE
Auto Alert sent to applicant/Decision
letter posted to ApplyWeb account
IndexDocuments in
extender
Student emails MBA with prereq
completion
Congratulations Email
Congrats Email from
Dean
Congrats/Prereqs Email from Dean
Does not purchase
prerequisite
MBAEmail/PhoneFollow up
Prerequisites
PurchasePrerequisite
Prerequisites
CE Report of new Students
CE sends Student info email to Ivy
Ivy sends CE confirmation
Student receives prereq packet
Phone call to Enroll
Campus CE
Ivy Software
App Manually Entered into
Banner
ApplicationMaterial uploaded to Admit/Banner
App Material prepared for review
Complete/ Upload
OrientationAdvisement
Sheet
Incomplete CollegeNet
AppPopulates
into Admit
Auto Confirmationemail sent to student
DecisionMaterial copied
from Admit
Specialty Ad
Connect
Max attemptsMade
Nurture to Complete
App
App Submission Notification sent to COB
COB sends email of
Checklist to student
Application Submissionmessage sent to student
from ApplyWeb
Complete File
Receive App Materials
COB Phone calls and emails to 6+
attempts
COB follows up for missing
items
Max attempts Made
nurturing for Nextsemester email sent
Admissions sendssnail mail letter of
change form
Prospecting Nurturing Application Admission Registration Prerequisites
PPCProactive
Passive
Application Assigned to
COB in Admit
Auto alert sent to Evaluator for "Ready for Review"/ Alert sent
to Amanda.
Manual Email sent to Dean from Evaluator of file
summary/ recommendations
Programrecommendation is made
Admit by Evaluator
Admit alert sent to Admissions that decision
was made
decision letter release date
entered in Admit
Admissions sends manual notification to Amanda that status has
been updated
Update admission status in Banner
Process Cycle Efficiency Stages-124 Min.
Prospecting Nurturing Application Admission Registration
9/14/2015 10
Fall-82 Days
Spring-89 Days
Summer-108 Days
0 1 0 16 33 38 44 33 27 22 22 43
Student Waiting Time
0.1% 0.09%
• Process Cycle Efficiency= Value-added Time/Cycle Time.
• Typical Process Efficiency is 5-10%. • Through 3 cycles, MBA process is about .1%.
Value-added Time
Process Cycle Efficiency 0.07%
Value versus Waste • Value is that for the sake of which a process
exists o “The customer is interested only in the value
flowing to them.” – James P. Womack
• Waste in a process is anything else o Waste is anything other than the minimum
amount of equipment, materials, parts, and working time absolutely essential to production.” -Taiichi Ohno
Learning to see waste
From Brad Loetz
Stories from learning to see waste
• “What would it look like if every one of our actions added value to the student?”
• “What could we do?”
• “Why do we do it that way now? Questioning the status quo?” o Peeling the onion-
• GPA calculation • Prerequisites
GPA Calculations For Admissions
• Present state: All GPA for all institutions taken into account and recalculate GPA if there was o a different grade point scale (4 point vs. 3 point scale). o a different credit hour basis (semester vs. quarter). o a repeat/recompute or other forgiveness option for grades. o a +/- grading system impacting GPA.
• Issues seen: o The amount of time spent on some of these GPA calculations was an
hour per application. o Lack of consistency in identifying potential need for recalculation. o Many opportunities for calculation errors. o Many opportunities for interpretation errors.
GPA Calculations For Admissions
• Future state: Accept the GPA calculated and presented on the transcript of the degree granting institution as the basis for graduation. o Convert that GPA to a 4. scale if necessary. o Recalculate only if there is no GPA for graduation presented on the
transcript from the institution.
• Result: More efficient and effective process for determining admission eligibility based on GPA o Time not wasted on manual calculations of GPA from a variety of
institutions o Errors not likely because manual calculations and interpretations are
eliminated.
Prerequisites • Present state:
o Students must demonstrate a satisfactory background in the following topics: accounting principles; economic principles; statistics; financial management; management principles and marketing principles.
o UNA has a variety of ways that these prerequisites can be
met, including non-credit competency courses and challenge exams. These options allow students to complete the required prerequisites more quickly and economically.
Typically if you did not graduate with a BBA you will need to take prerequisites.
Differing results comparing BBA vs non-BBA
9/14/2015 17
165
83
51
142
72
51
94
38
51
80
39
49
63
32
38
47
36
36
54
22
28
22
12
16
400 300 200 100 0 100 200 300 400 500
Fall 2015
Summer 2015
Spring 2015
Sem
este
r
Nurturing Application Admission Registration
Non BBA
Prerequisite Requirements & Percentages
9/14/2015 18
Total of 94 Students from Fall 2014 - Now
*Out of the 7 students required to take 3 courses, 5 registered for 601 in the summer.
Variance Analysis of Prerequisite Students
9/14/2015 19
94 students in prerequisites from Fall 14 until Fall 15
• 28 enrolled in a prereqs course currently 8 are already registered for 601 and purchased a prereqs (10
more are registered but not enrolled in a prerequisite) • 4 postponing another year • 5 Chose another School • 5 taking undergrad course(1 at another university) • 52 students not working on anything that we know of.
Prerequisite Requirements & Percentages
9/14/2015 20
Prerequisites
• Assessed the landscape for best practices: o Benchmarked peer colleges o Met with faculty o Talked with AACSB Business Deans
• Designing future state o Incorporating into first classes o Qualifies for tuition reimbursement and loans o Eliminates waste from the value stream
Actions and Discipline Drive our Results
• Implementation of a CRM tool and sales stages • Deeper level of data and insights • Development of clear and effective program value
proposition • Ongoing conversion gains from testing advertising copy
and landing page • Weekly meetings focused on capacity • Monthly meeting focused on results • VSM meetings focused on process changes and
achieving future state map
22
Success defined by new enrollment growth
23
Semester 2012 2015 % Change from Prior Term
Spring 55 41 -25%
Summer 17 33 +94%
Fall 58 76 +31%
Total 130 150 +15%
A snapshot in time of paid search enrollment funnel
50 registered (31% application to start)
160 applied (24% application rate)
680 engaged with UNA (85% contact rate)
801 requested more information through the online form or by calling directly (5.34% conversion rate)
14,980 clicked the advertisement and visited the UNA MBA landing page (1.04% click through rate)
9/14/2015 25
MBA Executive Summary Chart Example
Weekly monitoring of semester attainment to goals
Samples of data analysis
59%
32%
3% 1%
2% 3%
Domestic MBA Prospects by Source Percentage Total Prospects: 1783
PPCOrganicReferralGMATCollege Net AppsOther
June 2014- August 2015
Other- anyone who applies and did not speak with Zack. They do not fit in any
UNA Vs. Non UNA Students
9/14/2015 27
55
20
57
247
127
79
35
11
61
138
71
75
25
8
20
85
60
55
21
4
12
55
30
32
600 500 400 300 200 100 0 100 200 300
Fall 2015
Summer 2015
Spring 2015
Sem
este
rs
Nurturing Application Admission Registration
UNA Non UNA
Now we see and take action • Creating a pull system
o Improved use of CollegeNet o Tracking each prospect through CRM o Building relationships based on prospect need o Staying connected to student through email, voice, and text
• Using Data to make changes o Prerequisites o GPA o GMAT and GRE scores
• Improving academic successes o Relationship building o Real time feedback
Small changes lead to significant improvements o MBA new enrollments above prior year over the past
three semesters
o Incremental gains in process efficiency times
o Pipeline analysis determines historical yield and allows for more accurate forecasting and planning
o Clear visibility to the MBA enrollment process and the ability to use to data to pinpoint future opportunities for improvement
How to connect to our story
• How can we help you?
• How can you help us?
Paulette Alexander [email protected]
256.765.4409
Janyce Fadden, [email protected]
256.765.4261
