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.