Value Stream Map IT Approval & Procurement October 28-30, 2013 Morrow, GA.

Value Stream MapIT Approval & Procurement

October 28-30, 2013

Morrow, GA

Team Members From:

• OIT• Continuing Education• Auxiliary Services• Finance• Purchasing• Center for Instructional Design• Financial Aid (Process Customers)• Contract Review

What is a Value Stream Map?

• All activities related to providing a product or service to an internal or external customer.

• The team is made up of employees that deal with the process and “headaches” every day.

“Win small, Win early, Win often”

Value Stream Map Agenda

• Training on Lean Principles• Develop the “Before” Picture of Process• Observe the Process: Go to the “Gemba”• Data Analysis of the Process: Lead-time vs. Process

Time• Brainstorm on Improvement Ideas• Develop the “Ideal” Process• Prioritize Ideas • Define Projects• Develop an “Action Item” List• Presentation to Leadership

Team Members

Dan Newcombe, Jim Flowers, Scott Butterfield, Cindy KnightCheryl Jordan, Norman Grizzell, Marcia Jones, Priscilla Foster,

Naulbert Nolan, Karen LaMarsh, Pat Barton

Project Scope

ScopeBeginning: User has a Technology NeedEnd: Technology has been Approved,

Procured, Delivered and Paid for

Current State Map

Team Observations

• Informal discussions are forgotten about

• No “complete guide” on how to complete the process

• No way to check status of request

• Actions do not occur until paper lands on someone’s desk

• Lot’s of paper shuffled around

• Different ways to complete the same request

• No back-ups when someone is out of the office

Team Observations Large / Contract Review Purchase• Informal discussions get forgotten about – don’t get clear

picture of what is needed• No manual / flowchart / documentation on how to complete

process –you know because you’ve been here 18 years• Department has to “pass-through” legal contract discussion to

vendors• Opportunity for errors• Can fall through cracks if someone is out• Long lead time 7/24 – 10/23 example (3 months)• Requester has to “call in” to see where request is in process

(no view)• Difficulty in finding direction (requester)• Forms shipped around inter-campus mail• Outside entities affect requirements of process

Team Observations Small Device / Non-Contract Review Purchase•End user / requestor may not be the same person•No way to check status of request •Every purchase request approved by CIO when department is spec’ing•Time consuming process•Process lead-time can be greater than quote shelf-life•5-week IT approval PC receipt•Lots of paper shuffled around•Purchase Requests walked to East Campus•Multiple ways to submit a purchase requests; Are all requestors aware?•Process can be circumvented by P-Card•Small software purchases may not be supported in current structure•May need more communication tech decision risks•Is Steve reconfiguring every request?•Requests to Steve, free-form e-mail ; works better when you talk to Steve•No back-ups when some roles are out of the office•Actions do not occur until paper lands on someone’s desk

Brainstorming

Future State

Action Items

• Website with Self-guided Question Tree• Compile a Enterprise-wide Software List• Create a Check-list for Request Initiation• Develop a Process User Guide and Accompanied

Training• Ticket System Capability – Current, e-Pro, etc.• Pdf’s vs. Paper Process• Propose a Process Review for IT Budget

Development

Recommendations

• Talk with Dell on having them honor quotes that have not expired

• Change accounting process so small purchases can be easily tracked for replacement plans

• Predictive ordering

• Inventory of standard products; take from stock and General Ledger transfer when put into use

• Demo units to show products to customer

• Delegate CIO approval of small, state-contract purchases

• Purchasing needs more than one person to create Purchase Orders, or more purchasing expertise

• Have Contract people, not the end user, contact the vendor

• Streamline/centralize contract review with fewer players

• End user should not review contract

• Institution needs full-time legal department to assist campus with negotiations