DMACC

1/30/2008 -

  1. Initiated by the bookstore lean project, the Bookstores and Student Accounts have collaborated to improve the student book voucher process.  Results of their efforts include:
    1. Students no longer having to visit business office to pickup vouchers
    2. Voucher information now issued electronically at Ankeny campus and made accessible to all campuses
    3. Elimination of approximately 1000 rewrites (per term) of handwritten vouchers for students attending multiple campuses
    4. Approximately 50% reduction in time required to issue vouchers
    5. Approximately 95% reduction in time required to process vouchers (sorting, filing handling)
    6. Changes in procedures for first time financial aid borrowers have eliminated the need for approximately 2,000 book vouchers. 
  2. In the last few months the Business Office has taken steps to improve their internal G-invoicing process.  One major change includes having the Conference Center process customer payments at the time services are incurred (room rentals, food, etc.) rather than automatically invoicing users afterwards. This change:
    1. Eliminates 32 steps from the previous process (and 4 people)
    2. Eliminates potential non-payment & late payment follow-up for those events
    3. Allows DMACC to get paid immediately

      Other changes in the invoicing process has eliminated redundant entry of information into spreadsheets, simplified steps and improved invoice processing time.
  1. Urban Student Life (admissions, registration, counseling, advising) is continuing to work on improving student related service issues.  Items include tracking of student information within counseling & advising, internal signage and traffic flow during ‘rush’.
  2. In October / November representatives from Ankeny Student Services visited each of the campuses to share information on procedures (registration, admissions, student records, etc.) and provide training.  Feedback was that the visits were well received and very beneficial to everyone involve.
  3. IT and district-wide Admissions staff have continued to improve DMACC’s admissions process. Their lean efforts have:
    1. Reduced online application errors by upward of 36% from a year ago.
    2. Reduced average application processing time by 80%
    3. Implemented procedures allowing each campus to process online applications

Future initiatives are to increase electronic applications (up 7.5 percent from last year) and decrease paper applications which require manual entry.  Since October West campus has piloted a process that directs students to complete an electronic application when visiting campus.  Assistance is provided and the outcome has been very successful.
  1. In December the Culinary Arts department piloted Lean 5Straining, a new program focusing on workspace organization, functionality and efficiency.  The training focused on improving two main storage areas.  Six Culinary Arts staff participated along with 6 Iowa Community College trainers.  Culinary Arts had this to say:

The lean process was very good for us as a staff to come together and make decision on products and supplies that needed to be leaned out of our department.   It forced us find efficiency in our storeroom process and in a long term will save us money
It was good to work related experience.  A big plus was getting TI UNITS . I know the staff felt that we had already leaned our department enough but found more items. They are excited about putting the new plans into work. Next time I would make sure the entire staff and adjunct people got involved with this process. Thanks again--Robert L Anderson
 
We all came to the training today kicking and screaming and left thankful and relieved of clutter and in an organized state of mind.  I'm excited to get started on the coolers and the freezers and the pot and pan room and the dish room and the...................
Having a decision maker at the training is key!  Otherwise we would have all stood around and waited for something to happen.  Instead, we got a lot done!----Karla V. Boetel
 
 
      HR is scheduled to begin lean training in February targeting the payroll process.
      Information Desk is scheduled to begin meeting in February to evaluate current process and identify improvement opportunities.
      The Bookstores will continue to re-evaluate merchandising procedures and the book ordering process.
      ESL will continue evaluating ESL registration, payment and issuance of textbooks.
 
Please contact Bonnie Slykhuis at x-7011 if you have ideas or would like help with process improvement opportunities.
 

       

    


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