|Submission Date||March 1, 2019|
EN-7: Employee Educators Program
|3.00 / 3.00||
Director of Sustainability
Physical Facilities Department
Total number of employees (staff + faculty, headcount):
Number of employees served (i.e. directly targeted) by a peer-to-peer sustainability outreach and education program (avoid double-counting):
Percentage of employees served by a peer-to-peer educator program:
Name of the employee educators program:
Number of employees served (i.e. directly targeted) by the program (headcount):
A brief description of the program, including examples of peer-to-peer outreach activities:
Miami University began using Lean principles and methods to eliminate waste within operational processes. Since its inception, Lean principles and methods have fostered increased revenue, improved productivity, reduced/avoided costs, improved quality/customer satisfaction, and expanded sustainability across campus.
As a part of adopting Lean, Miami University encourages and empowers employees to submit Lean project ideas, actively participate in Lean projects, and become Lean certified.
Miami University estimates more than 2500 employees have been trained on Lean concepts.
“Go Green” is a 3-hour seminar for Miami’s Lean training program. Forty-two Miami staff attended the Fall 2017 and Spring 2018 sessions and the seminar is a part of the regular continuing education program for Miami’s lean certification.
Alongside this 3-hour seminar, Green Initiatives is one of seven breakthrough objectives of the entire Lean Program. Beyond the 3-hour seminar, sustainability is integrated throughout courses and program training.
153 Lean projects were completed from 7-1-16 through 6-30-17, with a total cost avoidance of $2,478,728 and cost reduction of $841,863. Over 40% of the projects specifically identified “Going Green” as a goal, but the savings and cost reductions of all the projects contribute to economic sustainability.
Peer to Peer Focus of Miami's Lean Program
The peer to peer aspects of Miami's Lean Program are as follows:
-Everyone, including students, at Miami University are encouraged and have the ability to submit a Lean idea. An individual does not have to be Lean certified, nor trained in Lean methodology to submit a project idea. This empowers campus stakeholders to continually improve Miami University. A Lean idea is a suggestion that describes a specific problem, offers a workable solution and fulfills one of Miami University's breakthrough objectives: Increase Revenue, Improve Productivity, Reduce Costs (dollars saved will be removed from future budgets), Avoid Costs (savings will not be permanently reduced from the budget, but will be utilized for more productive work), or have a "green" sustainability component. Once a Lean idea is submitted, the idea is sent to a steering team for approval. Once approved, a Lean team is assembled with 6-8 people. These include a team leader, team members, a resource member, steering team member, and a "fresh eyes" member. Lean teams work collaboratively to complete campus-wide improvement projects. Teams can consist of Lean certified staff, as well as those with minimal/to no formal training. Therefore, people without formal knowledge of Lean can work amongst their peers who may have had formal training/Lean certified to learn how to either increase revenue, improve productivity, reduce costs (dollars saved will be removed from future budgets), avoid costs (savings will not be permanently reduced from the budget, but will be utilized for more productive work), or "green" sustainability at Miami University. The purpose of Lean training is to facilitate on the ground/cross-campus collaboration work amongst peers to promote Lean goals, as well as educate others on how to improve campus operations. For example, a sustainability-related Lean project may be determining how best to reduce printers in an office to reduce paper use, electricity, and ink. In this example, the Director of Sustainability (with or without formal Lean training) may assemble a team of Lean Certified and non certified campus stakeholders to work through this project. In the process, those on the team will work together around a sustainability-related issue where campus peers learn the value/application of sustainability, while also improving our environmental impact. Individuals on a Lean team receive real, "on the ground" training of Lean topics from those certified.
-Miami University also keeps an updated list of Certified Senior Lean Leaders (campus-experts on Lean) on the campus website so others know who to contact regarding the implementation of a specific project or help thinking through a project.
-All Lean Projects are tracked on MyCard, where Lean teams can keep detailed notes, as well as communicate with fellow team members.
-Miami University encourages all staff to join the formal-ongoing Lean certification process. Following the completion of a project, an individual may decide to extend their knowledge of Lean principles and join the certification program.
-Those who are certified must either lead 1 project or participate in 2 projects annually to maintain certification, as well as their financial incentive. Requiring this continual attention to Lean methods reinforces and ensures their peer-to-peer interaction with those not trained in a coordinated-on going fashion.
-Miami also has Certified Senior Department Lean Leaders. These individuals have successfully completed all requirements for the Senior Lean Leader program and have been chosen to represent a department(s) or division. These Department and Divisional Senior Lean Leaders will have additional responsibilities to facilitate the achievement of departmental Lean goals and will receive a stipend for these duties. These individuals will also interact with peers to further integrate Lean projects into specific departments.
A brief description of how the employee educators are selected:
The Lean Certification Program is available to all Miami staff across campus (faculty, unclassified staff, and classified staff). In other words, the Lean program, Lean courses, and the ability to lead/serve on Lean projects are accessible to all 3,700 plus employees.
Certified Senior Lean Leaders have successfully completed all requirements for the Senior Lean Leader program.
Certified Senior Department Lean Leaders have successfully completed all requirements for the Senior Lean Leader program and have been chosen to represent a department(s) or division. These Department and Divisional Senior Lean Leaders will have additional responsibilities to facilitate the achievement of departmental Lean goals and will receive a stipend for these duties.
Requirements for both Certified Senior Lean Leaders and Certified Senior Department and Divisional Lean Leaders are outlined below. The reporting time frame is June 1st through May 31st of each year.
Certified Senior Lean Leader: 1 educational (7 hours) requirement, 1 service requirement, and project involvement (1 project lead or 2 project participations)
Certified Senior Department Lean Leader: 1 educational (7 hours) requirement, 1 service requirement and the achievement of departmental Lean goals
In addition to the above requirements, Senior Department and Divisional Lean Leaders are required to hold quarterly reviews with Certified Senior Lean Leaders in their respective departments to review continuing education progress.
Individuals can also take courses and not formally be in the program.
A brief description of the formal training that the employee educators receive to prepare them to conduct peer outreach:
This program is designed to develop leaders who can sustain a Lean continuous improvement culture at Miami. These Lean leaders are the key cultural change agents for Miami and represent the University's potential future leaders.
As of Fall 2016, this program is comprised of 3 levels: Lean Partner, Lean Leader, and Senior Lean Leader. Each level builds on the previous level and has both educational and project requirements.
Employees who engage with Lean training are exposed to sustainability as a core theme of Lean through coursework and applied work on campus.
A brief description of the financial and/or administrative support the institution provides to the program (e.g. annual budget and/or paid faculty/staff coordination):
The Lean program, as well as the Director of Lean Initiatives position, is directly funded by the Vice President for Finance and Business Services & Treasurer.
Name of the employee educators program (2nd program):
Number of employees served (i.e. directly targeted) by the program (headcount) (2nd program):
A brief description of the program, including examples of peer-to-peer outreach activities (2nd program):
A brief description of how the employee educators are selected (2nd program):
A brief description of the formal training that the employee educators receive to prepare them to conduct peer outreach (2nd program):
A brief description of the financial and/or administrative support the institution provides to the program (e.g. annual budget and/or paid faculty/staff coordination) (2nd program):
A brief description of all other employee peer-to-peer sustainability outreach and education programs, including the number of employees served and how employee educators are selected, trained, and supported by the institution:
Total number of hours employee educators are engaged in peer-to-peer sustainability outreach and education activities annually:
The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.