- Identify UAA processes that could benefit from Lean to enhance operational excellence and improve customer focus aligned with measureable UAA objectives.
- Develop leaders in all key UAA functional areas trained to conduct Lean events and implement a “train the trainer” approach to expand campus wide participation and engagement.
- Break down functional silos and create, recognize, and reward cross-functional continuous improvement.
- Develop a process to identify and select high-leverage candidate processes for Lean Six Sigma Kaizens (rapid improvement events).
- Conduct Lean events and value stream mapping to release creative and resource potential and produce measureable gains.
- Foster open communication and engagement with UA partners, UAA leaders, faculty, staff, students, alumni, industry, the State of Alaska, and the community-at-large.
- Demonstrate and promote the positive impact of Lean Six Sigma process improvements within UAA and across the UA system.
In July 2015, Vice Chancellor Bill Spindle launched the UAA Lean Initiative by mobilizing a cross-functional team composed of members from Administrative Services, Office of Academic Affairs, and the ESPM graduate department within the College of Engineering. Soon after, the team was expanded to include University Advancement, Student Affairs, Governance, and experts from across Alaska. In addition to UAA, the team partnered with the Business Enterprise Institute to propose a UA-aligned Lean approach that was submitted to UA President Jim Johnsen.
Who we are
Since formation, the UAA Lean Steering Committee has led the development of the initative as described above. In January 2016, 22 individuals were trained as Lean Six Sigma Green Belts by the University of Washington. Thereafter, at least one White Belt training has been offered to UA employees free of charge each month. In May 2016, the UAA Lean Center of Excellence was formed as a coordinating entity to oversee and facilitiate Lean Six Sigma implementation efforts. As of July 2016, UAA Green Belts have led numerous Kaizen events, trained over 150 UA employees in Lean Six Sigma concepts, and are actively pursuing the development of a UA-specific Green Belt curriculum.
What we do
Lean Six Sigma is a a combination of Lean and Six Sigma—business process improvement methodologies that empower firms to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction. The term Six Sigma comes from the notion that if one has six standards of deviation between the process means and the nearest specification, there will be practically no items that fail to meet specifications.
At UA, Lean Six Sigma is a process designed to bring about rapid, planned, controlled and measured change or improvements to the performance to our institution through overhaul of the value stream. This process focuses on the value of every action, elimination of waste, and continuous incremental improvements. In recent years, Purdue University has pioneered an approach branded as Strategic Doing. This approach is a strategy or discipline designed for open, loosely connected networks of people. Strategic Doing in this instance means bringing UA teams together in new, more productive collaborations.
UAA and UA join several other institutions who have adopted Lean Six Sigma principles.
- Purdue University – Ed Morrison, Linda Baer
- University of North Alabama - Janyce Fadden
- University of Akron – Brian Malloy, UA Solutions Director and Wayne Watkins
- University of Minnesota – Office of Service and Continuous Improvement
- University of Missouri – Associate Director of Quality Improvement, Julie Brandt
- Cornell University – Organizational Development Group, Kathryn Burkgren
- University of Washington
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