In Progress:

• Accounts Payable Workflow

  Reduce the number of high-level steps to pay an invoice from 12 to 7. Pay all complete and accurate invoices within 30 days of receipt in AP.

• Campus Alterations
  Seeks to improve current customer satisfaction levels. Targets: 50% reduction in wait time, 50% reduction in process time and 50% improvement in complete/accurate/correct information handoffs.

• Copy Center Improvements
  Reduce travel between centers by 50%, reduce inventory by 50%, grow revenue by 10% and reduce cost to customer by 10%.

• Furniture Procurement
  Streamline and standardize the procurement process by reducing the number of process steps to order furniture and defining the methods of procurement by complexity.

• Grant Contract and Accounting (GCA) Campus Services Process Flow Improvements

  Reorganizing work space to support new processes intended to reduce the set-up/close-out of budgets and billing backlog, and increase reporting compliancy.

• Grant Contract and Accounting (GCA) Closings
  Reduce the time to close research budgets and eliminate the backlog of unclosed budgets. Current average days to close research budgets are 673 days with a goal is to close with 120 days. The current backlog of expired budgets is 5,478 that are at least 120 days past their expiration date with the goal to eliminate the backlog within one year.

• Grant Contract and Accounting (GCA) Unbilled
  Reduce the December 2009 $15.8 million billing backlog for cost reimbursable grant expenditures to goal of $2.0 million or less.

• Mailing Services
  Increase mail preparation revenue by 40%, eliminate overtime and reduce the amount of junk mail and misaddressed mail.

• Print Management
  This team will research the printer and copier needs and recommend the best model to standardize equipment decision and placement processes; simplify the order and purchase processes, and reduce invoice discrepancies.

• Purchasing Workflow
  Targets opportunities to move thousands of transactions out of the legacy PAS purchasing system, which take significant time and staff effort to manage. This will allow Purchasing staff, customers and vendors to focus on expanding the use and effectiveness of current UW-wide contracts as well as developing new opportunities

• Real Estate Office (REO) 
  Reduce the amount of time to respond to an inquiry for Real Estate data from currently up to 25 weeks to a goal of 2 weeks or less.

• Records Management
  Reduce time by 50% when submitted retention schedules are processed by the State Archives and submitted to the State Records Committee.

• Shared Services 
  Partnership between Financial Management and the Humanities Department within the College of Arts and Sciences to reduce the academic department's labor time and increase accuracy, timeliness, and audit compliance of transactional activities to release time to support research, instruction, and administrative oversight.

• Small Business Plans- Business Diversity
  Work with their process partners to identify and communicate the roles and responsibilites of the creation and reporting of the Small Business Plans so that each part process understood by all relevant offices.
   

• Student Fiscal Services (SFS) Direct Loans
  Reduce the number of Student Direct Loan record rejects which require manual time to research and correct. Currently there is on average 1000-1200 rejects with a goal to reduce them by at least 70%.  

• Supplier Registration, Procurement Services 
  Reduce the amount of time to register new suppliers that currently takes up to 30 days to a goal of no more than 2 days.
   
• University Audits
  Reduce the time to complete a planned audit by 33%.

• Workers Comp- Risk Management
  Reduce the number of workers comp time loss days by 10% by streamlining the process to respond to injured workers on time loss and to return them to work as quickly as possible following medical release.
  

Completed:

Facilities Services 5S
Facilities Services is using the Lean concept of 5S (Sort, Shine, Straighten, Standardize, and Sustain) in their Administration building to create efficient work areas and reclaim valuable workspace. Teams recycled over 15 large recycle bins full of paper, shredded 20 boxes of documents, removed 4 large filing cabinets, and sent thousands of items to Surplus.