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Continuous Improvement: Inspiring Better Public Services
University of St Andrews: Lessons Learned
The University of St Andrews
• Oldest in Scotland• 3rd oldest in the English-speaking
world
• Top 10 in the UK, usually top 5
• In 1773, fewer than 100 pupils, Samuel Johnson: "pining in decay and struggling for life”
• Over a third of the town's population is either a staff member or student
• Greek motto ‘AIEN ARISTEUEIN’ • Lots of change in 601 years
Why Lean?
• No burning bridge• It sounded like a good idea• ‘Fits’ the University• We see Lean as being about:
Culture People Process☐ Jobs☐ Money
4
Lean Team Goals
• To help the University:– To become the best that it can be– Focus on teaching and research–Develop a culture of Continuous
Improvement and Respect for People
Some Lessons Learned
Process
• Bite-sized chunk
• Go where you are wanted
• RIE process – clarity
• Knowledge transfer
• Lean is not just RIEs
Simplicity
• Low tech• Simple tools/techniques– SIPOC– BOSCARD– 5 Whys– Runners Repeaters
Strangers– Ease Benefits Matrix– Task Matrix– Nominal Group technique
Action
• Action – now!• Right thing, right time, right
place, etc.
• The team– To be doing – Generating solutions– Taking ownership
What you need is:
Lean Team Role
• Take charge• Work within and outside the organisational structure and
hierarchy• Apply Lean to themselves - Static Lean v Dynamic Lean
• To understand– Not everyone is keen on Lean– Benchmarking has limitations– Compromise, democracy is optional– Barriers do not exist– Perseverance is a must– Lean works! But it isn't easy
Go as far as you can see; When you get there, you will be able to see farther.
Thomas Carlyle
