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Our Findings

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PG Needham

on 22 October 2014

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Transcript of Our Findings

Headquarters / Head Office
The Factory way of thinking
And why we think it's a good idea,
with some recommendations

Prepared by QuinXi, for Open Learning Group
Our Phase 1 As-Is analysis is complete, and includes:
Process diagrams for the student life cycle
Organizational diagram for the entire business
Employee questionnaire findings
Engineering analysis findings
Product design workshop findings
Conclusions and recommendations
By working with the OLG committee members we have achieved a new way of thinking of the business.

i.e. looking at the business in the context of a factory
Material & Distribution
Strategic Head Office
IT Strategy
Product, Process, Planning
Premises / Location
Strategic view
Operating model
Strategic view
To be definition
Detailed environmental analysis
Synergies between OLH entities
REC#11 , REC#12 ,
Quinxi can facilitate, analyze, document and present findings on this level
Operating Model
Define operational
model (Specific units)
Define, design, develop, implement and document each unit
Interfaces, touch points, scope definition
High level functional processes
Quinxi can research/facilitate, document, do scoping, analyse, and dependencies and processes
REC#3, REC#5, REC#16
Detailed work for the three areas: "HQ", "Premises" and "The factory" has to be completed
Expand as-is to include alignment between OLG and OLH (D6, TTRO etc.)
Integration points between HQ to premises / factory (responsibility, accountability)
All HQ To-Be processes (Interim & Ideal)
Project and programme management of all improvement activities
Template standardisation
Application form improvement
Using digital devices and digital capture
Integration points between premises and factory (responsibility, accountability)
All premises To-Be processes (Interim & Ideal)
Marketer process, SLA and contact
E-Vision integration with other systems
REC#1, REC#3, REC#5,
REC#1, REC#3,REC#5
The Factory
REC#1, REC#3,REC#5, REC#16
Quinxi can facilitate, draw up detailed processes, ratify, establish measurement criteria, detailed job specs, Simulation to test and prove
Quinxi can facilitate, draw up detailed processes, ratify, establish measurement criteria, detailed job specs, Simulation to test and prove
Quinxi can facilitate, draw up detailed processes, ratify, establish measurement criteria, detailed job specs, Simulation to test and prove
Identify Fix-Its which could improve the factory without being impacted by strategic direction / operating model
All factory detailed To-Be processes (Interim & Ideal)
Optimised exam packing process
Improved document management & control processes
Workflow and task management (detailed requirements)
After our As-Is Analysis,
Quinxi prepared a list of specific recommendations, and organised them in short term and longer term initiatives / Recommendations
"Quick Fixes"
"Long Term"
-Detailed view-
Definition of To-Be Processes and Detail Role Descriptions (Factory
Re-engineering Initiative (QuinXi + OLG departments)

-Detailed view-
Template rationalization of alignment. Using as much of Evision as possible, and reverting to manual templates only where really necessary.

"Add-on on the re-engineering initiative.
1. Preemptive analysis & design with IT / Technical team
2. Embedding in the process
3. Creating central repository"

-Detailed view-
Engineering Design of OLG's Factory and Production Line
Facility layout and design of the proposed OLG factory, taking into account volume, time studies, simulation, etc

-Detailed View-
Align technology capability between OLG , D6 , Principal Software and Training Room Online. Extend As-is investigation to these entities

"Extend Current As-Is to also include high-level processes for these OLH entities.
1. Understand Functional, Process and System environment
2. Determine interfaces and/or integration points with OLG business
3. Revisit design considerations and expand where needed"

Investigate possible process alignments between OLG and Eduloan
-Detailed view-
"Assess and design possible integrations between OLG and Eduloan
1. Expand on identified online and pre-approval processes
2. Centralize Eduloan process within OLG
3. Create liaison within Eduloan for OLG"

-Detailed view-
-Strategic View-
-Detailed View-
-Detailed View-
Assessment / Analysis of OLG's Materials, Logistics, Warehouse and Delivery requirements

Build on existing As-Is view, but extend to understand desired end-state (Functional, Process, System) for the ultimate distribution, warehousing & dispatch end-state.

Assessment, Design, Evaluation & Recommendation of an Improved Exam Packing Process

"Build an improved process with possible considerations to mitigate the current risks
1. Automated / Digital process
2. Manual process"

Expand on the Target & External Environmental Analysis for the OLH/OLG Strategic View

"Expand on the Factors defined in the As-Is.
1. External Environment
2. Target Environment"

Balance training of individuals for multi-functionality with seasonality.

Investigate how training of individuals can facilitate more efficient use of resources in terms of capacity utilization.

-Operating Model View-
Design of the Product & Planning division.

Definition of functionality needed, processes, integration points, roles & responsibilities and even system requirements

Evaluation , Analysis, Engineering & Design of Application Forms

-Detailed View-
"Assessment, Design & Evaluation of Options
1. Evaluating use of Mobile Devices
2. Streamlining forms between current (and future) qualifications
3. Implement visual management standards (color, shape, code, etc) for simpler operations & management"

-Operating Model View-
Analysis, Design and Implementation of a Multi-discipline Sales Capability. Revisit marketer contract, SLA, and performance guidelines

Based on formalised product offering design, and final sign-off on operating model.
Develop RACI (Responsible, Accountable, Consulted, Informed) matrix , model for all sales 3'rd parties or internal partners

Assessment of Technology options for Scanning , Evaluation and Recommendation on Options

-Detailed View-
"Assess current scanning and document capture processes and mechanisms
1. Review / Evaluate mobile / digital options
2. Evaluate formats
3. Evaluate legislation & statutory impact"

Instill document management & tracking best practice processes

-Detailed View-
"Define functionality, process & system requirements for optimal management of documents (inbound and internal) so that effective tracking can be done
1. Barcode vs. QR code vs. Other coding, 2. Storage
3. Handling processes 4. System impacts"

Alignment between Evision and Selected 3rd Party Systems

-Detailed View-
Define detail gaps & shortcomings and create business case for integration of Evision to 3rd party systems

Create Workflow and/or Task Management capability within OLH / OLG

-Detailed View-
Evaluate, Assess and Scope the requirements relevant to Workflow and Task managment within OLG / OLH and integrate with Evision

Facilitation of design of the Academics division.

-Operating Model View-
Definition of functionality needed, processes, integration points, roles & responsibilities and even system requirements

From the As-Is analysis, Quinxi prepared a list of comprehensive recommendations
REC#1 to REC#18
Develop road map to build units in different areas
Some of the failures with the highest impact on processes, found in the failure mode analysis are listed below
Insufficient quality of student applications (from maketers)
Non-integration of systems in isolated instances
Prioritization in the registrations dept
Back order process errors
Postal worker strikes
Moving away from standard processes to accommodate volume
Failure mode analysis
Waste Analysis
Amongst the categories of waste, the types of waste that was mostly found in the OLG processes were:
Overproduction / Duplication
Unnecessary processes
Lack of quality
Root cause / 5 Why's
Some of the root causes to problems faced in OLG are listed below:
Ownership of quality no defined
No clear product offering
Prioritization / favoritism of NWU
No clear handover between entities
No standard processes (adaptive processes, where they are not needed)
Systems integration
Full transcript