| Overall Rating | Gold |
|---|---|
| Overall Score | 73.37 |
| Liaison | Olivia Herron |
| Submission Date | Feb. 28, 2022 |
Miami University
EN-7: Employee Educators Program
| Status | Score | Responsible Party |
|---|---|---|
|
3.00 / 3.00 |
Adam
Sizemore Director of Sustainability Physical Facilities Department |
Total number of employees:
Total number of employees served by a peer-to-peer sustainability outreach and education program:
Percentage of employees served by a peer-to-peer sustainability outreach and education program:
Name of the employee educators program (1st program):
A brief description of the employee educators program (1st program):
In 2009 Miami University adopted MU-Lean as a business strategy, which is a systematic method for eliminating waste within processes. This approach is centered on the customer and deeply involves the individuals who participate in making a collaborative change. Miami University is committed to spreading the Lean methodologies and embedding an unconscious habit for continuous improvement.
The lean program is campus-wide, meaning all departments are exposed to the concepts and program through various initiatives. Even if someone is not a trained educator, many across campus still engage in lean projects. Lean is inherently a sustainability philosophy with a focus on the reduction of operational waste.
Lean methodology has engendered profound sustainability impacts on campus, such as energy/carbon reduction, fuel/vehicle reduction, waste reduction, and overall safety. Since the Lean program's inception, 36.5% of all projects have had a sustainability component.
Miami University estimates more than 2500 employees have been trained on Lean concepts. As Lean is apart of institutional processes and everyday work activities, we estimate that the entire campus population has be served by and directly targeted by the program through various outlets.
MU-Lean is designed to empower employees to actively participate in capturing and developing ideas and transforming that vision into a positive change for the customer.
Lean is a journey, not a destination
Lean is a continuous improvement
MU-Lean is a new way to think about how to organize human activities to deliver more benefits and value to customers while eliminating wastes. The aim of MU-Lean is one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products and services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every employee to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, Miami University will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.
Vision:
-Ensure that the Miami Student Experience is the most positive and best in University life in America
-Reduce and control expenses to meet University Goals without any adverse effect on the Miami Student's experience
Major Goals and Objectives:
-Create structure, program, and projects to implement the Strategic Plan
-Assist Miami University departments with creating a culture of continuous improvement
-Introduce the Lean strategy and tools to operations and assist with project execution
-Develop the internal capability for Miami to provide its own Lean training and development program
-Develop leaders who can sustain a Lean culture at Miami
Objectives:
-Increase Revenue
-Productivity Improvement
-Cost Reduction
-Cost Avoidance
-Improve Quality
-Improve Customer Satisfaction
-"Green" Initiatives
The Miami University can submit a project idea through the "Submit a Lean idea!" portal
Continuous improvement involves each and every one at Miami University. We welcome and encourage your submission of continuous improvement ideas through the "I have a Lean idea" program. 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.
A brief description of the employee educators program’s target audience (1st program):
The Lean Certification Program is available to unclassified and classified Miami staff. This program is designed to develop leaders who can sustain a Lean continuous improvement culture at Miami. These Lean leaders will become 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.
In response to the remote work being performed by many of the Lean program staff, the Lean Initiatives Office would like to announce an extension to the current continuing education requirements (education, service and project participation) for the Lean Certification program.
(1) Lean Partner-
Learning Outcomes:
Ability to effectively serve and understand role of a Lean project team member
Understand the basics of change management in a team setting
Examine work processes to suggest improvements in efficiency or cost-savings
For completion of Lean Partner Level: Minimum of 36 hours (including all required courses) & successfully participate in 2 projects
Fundamentals Training required (20 hrs)
Lean Two Day Training (16)
Lean Standard Work (4)*
Acceptance Training required (10 hr)
MBTI Introduction to Type (3)
Cultural Changes Through Leadership (7)*
Electives (at least 6 hours from these)
Conflict Management (3)
Micro-Inequities(3)
Building a Reputation of Integrity (3)
Change Management (3)
Go Green Lean (3)*
(2) Lean Leader
Learning Outcomes:
Exhibit skills of Lean Partner, and
Ability to serve and apply Miami Lean principles as a Lean project team leader
Possess technical skills to effectively apply fundamental, technical, and acceptance tools to Lean projects
Ability to propose process improvement implementation plans
For completion of Lean Leader level: Lean Partner requirements (see above), additional hours to equal a minimum of 69.5 total hours (including specifically required courses), and lead 1 project
Fundamentals Training required (10.5 hr):
Lean Excel Template Conversion to Visio (3.5)*
Lean Metrics (7)*
Technical Training required (14 hr):
Employing the DMAIC Process (14)*
Acceptance Training required (6 hr):
Change Management (3)
Micro-Inequities (3)
Electives (at least 1, not previously taken):
Building and Maintaining Your Team (3)
Building a Reputation of Integrity (3)
Facilitating Effective Meetings (3)
Communication's Role in Management (3)
Strengths Based Leadership (3)*
Presentation Skills (7)
Conflict Management (3)
Go Green Lean (3)*
Lead one traditional or Kaizen process improvement project
Continuation at Lean Leader level: lead at least 1 project per year, 6 hours of approved education, and 1 unit of service
(3) Senior Lean Leader
Learning Outcomes:
Exhibit skills of a Lean Leader, and
Ability to serve and apply Miami Lean principles as a recognized experienced Lean project team leader
Possess advanced technical skills to effectively apply fundamental, technical, and acceptance tools to Lean projects
Ability to manage process implementation plans
Effectively serve as a resource and mentor for Lean Leader trainees
For completion of Senior Lean Leader level: all Lean Leader requirements (see above), additional training hours (including required courses and participation in approved seminars and conferences relating to Lean, Six Sigma, Agile, Leadership and Innovation and Creativity) to equal a minimum of 100 total hours, lead 2 additional projects, present a significant project to the Miami Lean Program Review Board
Technical Training required (29 hr):
Agile (8)*
Lean Quality Management (14)*
Innovation, Creativity and Immersion (7)*
Training Hour Electives (not previously taken):
Building and Maintaining Your Team (3)
Building a Reputation of Integrity (3)
Facilitating Effective Meetings (3)
Communication's Role in Management (3)
Strengths Based Leadership (3)*
Presentation Skills (7)
Conflict Management (3)
Go Green Lean (3)*
Participate in pre-approved seminars or conferences relating to Lean, etc.
Lead two traditional or Kaizen process improvement projects
Present a significant project to the Miami Lean Program Review Board
Note: The minimum project requirement to become a Senior Lean Leader is 5 completed projects (with at least 3 of the 5 as a team lead).
Continuation at Senior Lean Leader level: lead 1 or be a member on 2 projects, 6 hours of approved education and 1 unit of service
*Summary of course required to receive full credit
Note: all program participants who had not reached certification by June 1, 2019 must now meet Fall 2019 program requirements.
Go Green Lean Course*
The "Go Green Lean" workshop challenges participants to appreciate the value of sustainability and engages them in activities to promote creative thinking about sustainable practices. A holistic perspective is presented encompassing "people, planet and prosperity" that includes healthy living, economic responsibility, and preservation of natural resources.
As of 02-01-2022
Projects Completed: 1853
Current Projects: 91
Ideas Currently in Process: 32
Employees Who Have Submitted a Lean Idea: 440
Lean Professional Development
Number of Employees Trained on Lean Concepts: 2500+
Lean Ideas Submitted: 2289
Total Team Leaders: 394
Total Team Participants: 1109
Lean Deliverables
Cost Avoidance:$57,311,034
Cost Reduction: $37,311,073
Revenue: $14,564,362
Total Savings $109,186,469
According to the Director of Lean Initiatives and Quality for the Physical Facilities Department, there are 63 trained employee educators and 81 currently in the program.
Number of trained employee educators (1st program):
Number of weeks the employee educators program is active annually (1st program):
Average or expected number of hours worked weekly per trained employee educator (1st program):
Total number of hours worked annually by trained employee educators (1st program):
Website URL where information about the employee educators program is available (1st program) :
Name of the employee educators program (2nd program):
A brief description of the employee educators program (2nd program):
A brief description of the employee educators program’s target audience (2nd program):
Number of trained employee educators (2nd program):
Number of weeks the employee educators program is active annually (2nd program):
Average or expected number of hours worked weekly per trained employee educator (2nd program):
Total number of hours worked annually by trained employee educators (2nd program):
Website URL where information about the employee educators program is available (2nd program):
A brief description of all other employee peer-to-peer sustainability outreach and education programs:
Number of trained employee educators (all other programs):
Number of weeks, on average, the employee educators programs are active annually (all other programs):
Average or expected number of hours worked weekly per trained employee educator (all other programs):
Total number of hours worked annually by trained employee educators (all other programs):
Grand total number of hours worked annually by trained employee educators (all programs):
Hours worked annually by trained employee sustainability educators per employee served by a peer-to-peer program:
Website URL where information about the employee sustainability educators programs is available:
Additional documentation to support the submission:
Data source(s) and notes about the submission:
Numbers presented are specific to FY19, given the Covid-19 pandemic.
Contact Roseanne Gulley gulleycr@miamioh.edu
Numbers presented are specific to FY19, given the Covid-19 pandemic.
Contact Roseanne Gulley gulleycr@miamioh.edu
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 or simply email your inquiry to stars@aashe.org.