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Approval to Recruit – Redesign

The Human Resources (HR) department and the Provost’s Office used Lean methods to improve the approval to recruit process. The ability to recruit, hire, support and retain the best possible employees is critical to UWaterloo’s success across all areas, and is a key theme within the University’s Strategic Plan. Because of the number of approvals … Continue reading "Approval to Recruit – Redesign"

January 13, 2018

Sharing knowledge and saving time with a Business Glossary and a FAQ tool

As with many organizations there is a lot of knowledge accumulated and shared through emails, documents, presentations, training sessions, workshops, and sometimes just in people’s heads. This decentralized method of organizing and accessing information was decreasing the quality, accuracy and consistency of UBC Development and Alumni Engagement (DAE) staff work. The primary goal of this … Continue reading "Sharing knowledge and saving time with a Business Glossary and a FAQ tool"

January 10, 2018

Boosting Student Registration Rates at Université du Québec à Chicoutimi (UQAC)

Using the Lean 6 Sigma continuous improvement approach to boost new UQAC student registration rates. Defining the issue: Due to delays in issuing official admission decisions (acceptance/rejection letters) and in taking follow-up action aimed at converting acceptances into registrations, UQAC was losing students to other universities. Not all accepted applicants go on to register. This … Continue reading "Boosting Student Registration Rates at Université du Québec à Chicoutimi (UQAC)"

February 1, 2017

Transforming operations through better communications

UBC’s Building Operations department integrated a new focus on communications to drive operational change and the results were exciting. We know that reliable indicators of engagement and morale are demonstrated in the following: Days Absence per FTE are down from 12 days in 2016 to 11.2 days. This represents $125K of salary per year that … Continue reading "Transforming operations through better communications"

January 20, 2017

Emergency Management and Business Continuity as an Institution Priority

This project was undertaken as a result of a January 2013 review of the emergency response plans (ERP) and business continuity plans (BCP) on file which revealed that Jess than 25% of required departments had Emergency Response Plans and less that 5% had Business Continuity Plans. In addition an audit by the Internal Audit department … Continue reading "Emergency Management and Business Continuity as an Institution Priority"

June 14, 2016

Carleton Leader: Cultivating a Leader-ful University

Carleton Leader is a bold and innovative approach to leadership development within higher education. It focuses and invests in growing our organizational leadership capacity in faculty and staff so the university is better prepared to face the emerging challenges of our times, collectively and collaboratively.   It is a customized initiative developed for Carleton, by … Continue reading "Carleton Leader: Cultivating a Leader-ful University"

June 13, 2016

Energizing and Enabling a Culture of Continuous Improvement at the University of

April 16, 2012

Implementing a Quality Management System in a Post-Secondary Institution

Since accomplishing ISO registration, the evolution of the institution is apparent. The most evident of changes is in the clarity of roles and responsibilities amongst staff; an enhanced reputation of DELT amongst other Canadian distance delivery providers; and, DELT’s recognized quality standard of service as acknowledged by several national awards in course development, technology adoption … Continue reading "Implementing a Quality Management System in a Post-Secondary Institution"

April 16, 2009

Project Delivery Manual

Previously a lack of planning resulted into too many changes during the delivery phases of projects. Quality of work, time and cost factors were ail affected and largely uncontrolled. Internally, the lack of integration and coordination resulted in conflicts. The increase in the volume and the complexity of projects compounded issues. Professionals could no longer … Continue reading "Project Delivery Manual"

April 16, 2008

Quality Assurance Applied To Grounds Maintenance

Once we had developed the framework for inspection, we undertook a series of staff consultations. At these meetings, staff provided important input into the tasks that should be inspected and the weighting factors to be used. This collaborative process was essential to the development of an effective inspection program. Staff input changed the proposed program … Continue reading "Quality Assurance Applied To Grounds Maintenance"

April 16, 2008