Continuous Improvement framework
The UniHelp Desk service delivery is based on a Continuous Improvement (CI) framework. Each staff member has a coach and time set aside each week to address and realise any opportunities they raise and encounter.
The UHD CI framework includes:
Huddles are led by different members of the team everyday. At the daily huddles employees from all roles gather together to review the previous day and plan for the day ahead. The daily huddles agenda includes:
Opportunities for Improvement (O4I)
Everyone in the UHD team has a CI mind-set. We are constantly looking for opportunities to improve how we work and opportunities to influence the wider organisation to improve ultimately, we endeavor to positively improve the student experience.
At UHD we are each aware of the impact of a long throughput time in the creation failure demand. As such we endeavor to identify opportunities to reduce throughput time by removing the causes of failure demand at the root.
Standard Operating Procedures (SOPs)
At UHD key internal processes have been process mapped and best practice has been established. The best practice for each process has been documented step by step in Standard Operating Procedures.
At UHD the skills required for each role are documented on a matrix and each member of the team rates their competence in relation to those skills. This document is regularly reviewed and amended in collaboration with the member of staff’s line manager/coach. The purpose of the document is to track and map the development of skills on the team ensuring single points of failure are mitigated. At UHD we believe that staff development requires investment and that staff should be provided with both development and progression opportunities.
Key Performance Indicators (KPIs)
At UHD the term “good” is defined by the customer. From that definition certain aspects of the service delivery can be measured to ensure that the student expectation is being met. This includes waiting times.
At UHD we also measure overall satisfaction with the UHD experience. We aim to ask at least 10% of students that use the UHD service to complete a brief UHD satisfaction survey.
Generally, at UHD we believe operational targets should be avoided. Staff should be encouraged to participate and positive behaviours should be reinforced. Coaches may provide minimum expectations.
Visual Management Boards
At UHD our performance metrics are displayed visually for everyone to see. We update our visual management boards (VMB) regularly during the day and, as a result we are able to adjust our staffing needs and respond immediately to service needs so that any variation from the agreed standards can be addressed immediately.
Each member of the UHD team can autonomously decide and any given time where and how to deploy themselves as a resource based on the current level of demand as displayed on the VMB.
At the UHD problems are considered as opportunities. Those O4I’s which cannot be addressed immediately are addressed systematically with reference to the A3 structured problem-solving method.
Any operational capacity beyond that which is required to deliver the service including CI related activity is resource flexed out of the UHD in support of other MDX functions. The UHD believes that sharing resources and supporting other functions grows the capabilities of the UHD services.
We produce weekly operational UHD reports. Quarterly reports to Faculties and an Annual Report. The reports detail progress in relation to KPIs and CI and include reference to key events, lessons learned and successes.
Lean Competency System (LCS) accreditation
Several of the team are currently working towards achieving accreditation from LCS. The LCS is a lean qualifications framework used by accredited organisations to support lean training programmes, The aim of which is to develop lean thinking knowledge and practical skills.