The Tri Delt Sundial and MacCracken Hall

April 2015

Appeals Process Improvement

The Parking LEAN team consisting of Lt. Ben Spilman, Lori Minges, George MacDonald, Kelly Donathan, David Bietz, and Marjorie Foust was formed to improve the appeals process from start to finish for all stakeholders. The main goal of this LEAN project was to minimize the time involved from when a customer appeals a ticket to when a customer knows the results of his or her appeal(s).

The team developed a web form, available on the Parking & Transportation Services Website, which allows visitors and non-affiliated customers to electronically submit their appeal. The new electronic process not only decreased the amount of paper used but significantly reduced the amount of time spent processing and entering appeals into the Bosscars software system. Affiliates of Miami can also submit an appeal through the new online appeal process.

The entire appeals process has been reduced by 17% from start to finish. The team improved productivity by 89%, reduced costs by $2,731 and avoided an additional $37,815 by streamlining the process. The new process has been standardized and staff training has been completed. Lt. Spilman observed “our customers are very pleased with the new appeals process and the reduced time for the Appeals Committee has also been helpful.”

Bookstore and Technology Services: One-Stop Shop

A cross-functional team of ten staff members was created to look at the current state of Miami’s Technology Services and determine how these services could be integrated into the University Bookstore. The goal for this team was to evaluate campus Technology Services including cell phone services, computer repair, print services, and computer sales at the Bookstore. The separate locations, different reporting structures, lack of synergy between services, and most importantly, inconsistent customer experiences created an urgent need to examine these departments holistically.

Taking into account the current staffing structure, pricing, location, and training, the process of streamlining these departments was molded into one forward-thinking entity containing a bevy of services. Thus, the One-Stop computer center was created. The opportunity for an improved customer experience, reduced waste, and increased revenue of over $1 million was all the motivation that was needed for the team to move quickly on this project and create a new space by the start of the 2014-2015 Academic Year.

A great example of reduced waste from these changes was evidenced very early in the fall semester for a computer hard drive replacement. In the past, a student’s hard drive had to first be evaluated by the Computer Repair department on the 3rd floor of Hughes Hall. Once the repair team determined that a new hard drive was needed, the student had to walk to the Bookstore in the Shriver Center to purchase the replacement drive and then return to Hughes Hall to have the drive installed. Taking into account the geographical distance between the two locations and the number of hard drives installed in a 6 month period in 2014, approximately 40 hours was spent by students simply walking between the two locations. Moving the repair center to the Bookstore eliminated the time spent traveling from Hughes Hall to the Shriver Center and has enabled students to leave the Computer Repair department much sooner with a fully functioning computer.

“The team worked swiftly, efficiently, and effectively to make the customer experience a priority and build an improved experience by improving all aspects of the customer experience. We value students’ time and their desire for convenient access to their technology, so we hope this improvement is only the beginning of an improved future for showcasing new technology and expanding these service areas,” said Tara Britton, Lean Team Project Leader.