1. Presentation Name
Presenter’s Name
Best Start Up Business
Process Excellence Program
(Under 2 Years)
Landmark Group Centre for Value Improvement

2. NorQuest College
Publicly funded comprehensive community college
Main Campus located in Edmonton, Alberta Canada
7 Campuses
778 Faculty, Staff and Employees
Supporting a diverse student diversity
55% outside of Canada
9% self-identified Aboriginal, Metis or Inuit
over 65% over the age of 24
80% Female
600 students with learning and physical challenges
37 post-secondary career credentials and foundational programs
2011/12 operating budget = $74 Million
2012/13 operating budget = $77 Million
2013/14 operating budget = $75 Million ($3 Million reduction)
Serving over 8,500 full-time, part-
time and continuing education
students
Over 1,200 graduates each year
Offering Diplomas, Certificates,
Post-Basic Certificates and
employment programs

3. Process challenges facing
NorQuest post-secondary
Facing a 7.3% budget reduction from Campus Alberta operation grant (-$3.19 million)
forces a deficit budget to be proposed in 2013/14.
College incurring a deficit of $1.4 million against operating budget.
Tuition freeze mandated for next three years.
Expected 0% grant increases until at least 2016.
Systems and processes prior to College VIP program implementation were confusing
and complex.
Many systems had multiple versions and many departments had “shadow” systems
that were being used for planning and reporting. These individual systems did not align
with College systems creating confusion and waste.
Large geographical region to serve, creating many process and organizational issues.
College services and infrastructure not utilizing electronic workflows or on-line systems.
Still primarily paper based reporting, filing, form control, ordering.
Student / customer engagement requires multiple touch points, contacts and paper work.
College has re-organized its departments/ Faculties multiple times in the past 3 years to
deal with budget issues and consolidation of programming.
Staff turn-over has been dramatic and resulted in low employee engagement and trust.
72.3
81.2
2011-12
2010-11
Internal Staff Satisfaction scores
Drop in staff satisfaction by almost 10%

4. NorQuest Response to
Process Challenges
Creation of new internal department (Landmark Group Centre for Value Improvement) to
serve the needs of the College by:
Training internal staff in LEAN & Six Sigma concepts, tools and processes leading to:
• Identifying and quantifying process issues that exist throughout the College
• Improving outdated and ineffective systems
• Eliminating wastes and inefficiencies existing within College systems
• Reducing overall operating costs
• Improving student outcomes and experiences throughout the organization
• Implementing quick and sustainable “wins” that are identified and celebrated
The Landmark Group Centre for Value Improvement program will focus on the college’s vision
to:
1. Enhance quality and delivery of offerings and services for NorQuest College students
2. Maximize productivity and profitability for business, industry and the public sector by
providing value improvement training
3. Create unique practical solutions that help reduce waste and lost productivity in the
workplace

5. Why Develop a “Value
Improvement Centre”?
“To maximize College effectiveness, quality and funding”
(NorQuest College Comprehensive Institutional Plan)
Colleges business model principles include:
Quality and continuous improvement (pg. 11)
• We define standards of quality and performance for all aspects of the College.
• We define expected outcomes and then measure and report our performance
against those targets.
• We monitor our improvement and influence organizational behaviour through
tools such as a balanced scorecard and performance feedback.
Our relationship with Government includes the Alberta priority (pg. 16)
Creating Opportunity by: Enhance value-added activity, increase innovation and
build a skilled workforce to improve the long-term sustainability of Alberta’s
economy.
The Landmark Group Centre for Value Improvement provides the tools, strategies, training
and support to help organizations successfully implement any process improvement
initiative, utilizing a blend of Lean, Six Sigma, Business Process Management and
Environmental Awareness as per International Organization for Standardization (ISO) tools
to achieve improved productivity. Six Sigma Canada Inc. is providing industry knowledge
to support NorQuest College’s initiative.

6. Aligning to College Plans
Started in 2011 the College identified Process Design and
Improvements as a key initiative.
Creating a Centre allowed for internal improvements to take
place with the future idea of developing lean/six sigma
programming for students. The Centre would also contribute
to the school and region external training, and applied
research solutions.
These concepts align with the College’s 5 areas of focus:
1. Maximize College effectiveness, quality and funding
2. Rationalize College programs on the basis of workforce
relevance or economic impact/contribution
3. Build and leverage investor/partner relationships for the
purpose of innovation
4. Build a College brand consistent with a focus on
workforce development, advancement and customer value
5. Align staffing and human resource strategies with the
Strategic Plan, Comprehensive Institutional Plan and Five
Areas of Focus
Aligning to educational
strength in Health &
Business, the LGCVI
expands programming,
reduces waste, improves
customer experiences and
returns financial resources
to the College to operate
with.
Targeted 3 Process Improvement Initiatives
2011/12 and exceeded dramatically by
implementing 6
(2011-12 annual report)

7. The LGCVI Approach
We implement our strategy by focusing on four interrelated services:
Value Improvement Program (VIP) – in the fall of 2011,
the S&I Division formally launched the VIP to support process
improvement at NorQuest. This concept was used (and will
continue to be used) to achieve key categories of the
President’s Contribution Agreement. To be truly successful,
this requires a fundamental cultural transformation at
NorQuest.
Business Development – to explore and develop
continuing education and support for external business
clients. This also includes exploring the development
of a shared service for all Alberta post-secondary
institutions.
Credit Program Development – to explore and develop credit programming to be offered at
NorQuest.
Applied Research – to support/conduct applied research on process improvement related topics.
The LGCVI purpose is to empower our people to find solutions, eliminate
waste and improve the quality of our services and relationships with our
customers/students.
Internal VIP
Program
External
Training
Applied
research
Credit
Program
development

8. Training to Empower
People
The Landmark Group Centre for Value Improvement is the provider for
all Lean and Six Sigma training within the College.
To date, training programs have been offered at no cost to internal
departments to improve processes, eliminate waste, reduce defects
and provide exemplarity customer service to current and prospective
students and college wide stakeholders.
778
386
NorQuest Staff
Total Trained
33
65
1
11
56
220
0 50 100 150 200 250
Champions
PDCA
Black Belt
Green Belt
Yellow Belt
Intro
Internal Participants

9. LGCVI Training Approach
Provide staff with training in yellow belt, green belt
and they leave with a clear work plan
Provide lunch and learns, support meetings
with MBB and GB, refresher workshops to
support the completion of work plans
Celebrate successes in
annual report out and
utilize staff to support
future projects
Roadmap for staff to follow
as they use the tools
For all tests:
P-Value>0.05 Fail to Reject Ho (Null)
P-Value<0.05 Reject Ho
Hypothesis Testing
Roadmap
Hypothesis Testing
Roadmap
Two-Sample T-Test
(Variances Not Equal)
Two-Sample T-Test
(Variances Not Equal)
Two- Sample T-Test
(Variances Equal)
Two- Sample T-Test
(Variances Equal)
Contingency
Table (2)
Contingency
Table (2)
One Way ANOVAOne Way ANOVA
Test For Equal
Variances
(Bartlett’s>2)
(f-test 2-samples)
Test For Equal
Variances
(Bartlett’s>2)
(f-test 2-samples)
One Sample Test
of Proportions
One Sample Test
of Proportions
Attribute DataAttribute Data
Normal DataNormal DataNormality TestNormality Test
Continuous DataContinuous Data
Non-Normal DataNon-Normal Data
Test For Equal
Variances
“Levene’s Test”
Test For Equal
Variances
“Levene’s Test”
Two or More SamplesTwo or More Samples
Ho: P1 = P Target
Ha: P1  P Target
Stat>Basic Stats> 1 Proportion
Ho: Two Factors are INDEPENDENT
Ha: Two Factors are DEPENDENT
Stat>Tables > Chi-Square Test
Ho: 1 = 2 = 
Ha: At least one is
different
Stat>ANOVA>one way
One Sample T-TestOne Sample T-Test
One
Sample
Ho: 1 =  target
Ha: 1  or < or >  target
Stat>Basic Stats> 1
sample T
Ho: 1 = 2
Ha: 1  or < or > 
Stat>Basic Stats> 2 sample T
(Select Assume Equal
Variance)
Ho: 1 = 2
Ha: 1  or < or > 
Stat>Basic Stats> 2 sample T
(Deselect Assume Equal Variance)
Ho: Data is normal
Ha: Data is NOT normal
Stat>Basic Stats> Normality Test
(Use Anderson Darling)
Ho: 
1 = 
 = 
3…
Ha: At least one is different
Stat>ANOVA>Test for Equal Variance
Testing Variance with Stacked Data
Two or more
samples
One Sample
(sign test)
One Sample
(sign test)
Ho: M1 = M target
Ha: M1M target
Stat>Non parametric> 1 sample sign (OR)
Stat> Nonparametric > 1 sample - Wilcoxon
Ho: M1 = M2 = M3…
Ha: At least one is different
Stat>Nonparametric> Mann Whitney (2 samples) OR,
Stat>Nonparametric> Kruskal Wallis (>2 samples, stacked)
OR
Stat>Nonparametric> Moods Median (>2 samples, stacked)
OR
Stat> Nonparametric> Friedmans
One Sample
Two Sample Test
of Proportions
Two Sample Test
of Proportions
Ho: P1 = P2
Ha: P1  P2
Stat>Basic Stats> 2 Proportions
2 or more
samples
2 or more samples
Categorical X
Variable Y
2 Samples
One Sample
Two
Samples
>=Two
Samples
Paired T-Test
(Paired Data)
Paired T-Test
(Paired Data)Paired Data
(run normality
on differences,
test for equal
variances not
req’d)
Ho: d = 0
Ha: d  or < or > 
d=population mean of the differences
0 =hypothesized mean of the differences
Stat>Basic Stats> Paired T
2 Samples
Ho: 
1 = 
 = 
3…
Ha: At least one is different
Stat>ANOVA>Test for Equal Variance
Testing Variance with Stacked Data
Rev. date Jan. 21, 2002
CorrelationCorrelation
Ho: No Correlation
Ha: Correlation
Stat>Basic
Stat>Correlation
RegressionRegression
Ho: Coefficients Not Significant
Ha: Coefficients Significant
Stat>Regression > Fitted Line Plot;
OR
Stat>Regression>Regression Store
Residuals; Look at R2 value
Stat>Regression > Residual Line Plots

10. Value Improvement
Program Project Approach
Innovation and Design Projects
(3012 months
Complexity
Innovation and Design Projects
(5->12 months)
Complex Cross Functional Projects
(5-8 months)
Rapid Improvement Projects
(3-5 months)
Just do it
(<8 weeks)
Academic Advising
Tuition Revenue Allocation
Student Advising - Intake
Contract Management
– Revenue Contract
Procurement
Time Tabling
Contract Management
– Payable Contracts
The Value Improvement Program (VIP)
services can be delivered in four ways:
Just Do it’s - Projects that can be done by
LGCVI trained NorQuest staff. Quick wins.
Rapid Improvement – Training is
provided by VIP Process Improvement
Consultant(s). The project teams or
individuals facilitate their project, produce
the deliverables and implement the
business solutions. The VIP team may
provide Quality Assurance review as
required.
Complex Cross Functional Projects –
training and facilitation are provided by VIP
Process Improvement Consultant(s). The
cross functional project teams produce the
deliverables and implement the business
solutions (i.e. “Collaboratives”).
Innovation and Design Projects –
training, facilitation and project delivery is
fully supported by VIP Process
Improvement Consultant(s). The cross
functional collaborative project teams
implement the business solutions. Full
service support may be customized as
required.
The LGCVI provides 3 levels of service
directly to NorQuest staff
1. Self Service – training is provided by VIP Process Improvement Consultant(s) or through
publicly available courses. The project teams or individuals facilitate their project, produce
the deliverables and implement the business solutions. The VIP team may provide Quality
Assurance review as required. Recommended for: Just-Do-It projects (project time: up to 3
months).
2. Facilitated Service – training and facilitation are provided by VIP Process Improvement
Consultant(s). The cross functional project teams produce the deliverables and implement
the business solutions (i.e. “Collaboratives”). Recommended for: Rapid Improvement
Projects (project time: 3-5 months)
3. Full Service – training, facilitation and project delivery is fully supported by VIP Process
Improvement Consultant(s). The cross functional collaborative project teams implement the
business solutions. Full service support may be customized as required. Recommended for:
Innovation and Design Projects (project time: 12+ months); Complex Cross Functional
Projects (project time: 5-12 months).

11. CONTROL
Lean Six Sigma and Business Process
Management Tools
 Context models, business case, narrowed project scope, primary &
secondary metrics, project team, Pareto
 COPQ, timeline, fishbone, SIPOC, 5 Why Analysis
 Work plan, risk assessment, stakeholder
DEFINE
1
MEASURE
ANALYZE
IMPROVE
 Solutions matrix, pFMEA
recommended actions
 Error proof process,
standardized work control
plans, transition plan, Level
4 process maps
 Defined customer requirements, I/O matrix, pFMEA,
measurement system analysis, paper kaizen
 Data collection requirements, calculated sigma level
 Graphical analysis, hypothesis testing,
narrow the X’s to vital few (2-6)
2
3
4
5As NorQuest VIP
teams move through
DMAIC - all tools are
documented on report
outs

12. Sustaining the Gains at
NorQuest
Signed off
Control Form
Quarterly process audits
Recognizing
Continuous
Improvements
Transition Plan with Impact Analysis
The project is signed off to the Internal NorQuest Process Owners. Level 4 process maps, control
plans, detailed transition plan with impact analysis are all created by the subject matter experts.
The NorQuest Process Owner maintains visual boards in their areas to monitor key measures for 12
months, at a minimum.
The VIP program at NorQuest
sustains improvements by
empowering and training staff
who do the work, to improve the
work and sustain with continuous
support from the program
Huddle boards

13. Project Highlights 2011-12
Total Savings 2011- 12 $486,000
Project Celebration
Report Outs to Staff
September 2012
Tollgate Review Report outs to
Staff with improvements
completed and next steps
May 2012
Kick Off Training Yellow
Belts and Green Belts.
Projects met 1.5 days
per week on average
Jan 2012
Identify projects
that align with
CIP, train
Champions,
scope projects
Oct 2011 to
Jan 2012
Project
identification
and Scoping
&
Team Training
Fund Development 2 projects
New process flow and software tool. standardized
management of prospect accounts and account information
$45K Savings
Redesigned process
Intake Lead Time Reduction
Reduced number of scheduled appointments for Students
from 2 to 4, eliminate rework, improved Students experience
$140K Savings
Lead Time 22.71 days
to 9.5 days
Phone Lines Defect Reduction
Modify workflow increasing 1st call resolution from 24% to
64%, reduce call CT from 6 min to 1.4 min
$66K Savings
DPU from 0.82 to 0.0
Procurement Lead Time Reduction 124% improvement
accurate requisitions, 23% LT improvement order to
completion, 24% improvement LT order to payment
$41K Savings
23% LT improvement
Academic Advising Defect Reduction standardized key functions and
processes, removed rework and duplication, new attendance
process, control plan increased savings by an additional $64K
$194K Savings DPU
from 1.05 to 0.53

14. Project Highlights 2012-13
Total Savings 2012-13 $434,269
Project Celebration
Report Outs to Staff
September 2012
Tollgate Review Report
outs to Staff with
Improvements Completed
to Date
May 2012
Kick Off Training Yellow
Belts and Green Belts
Projects with built in
mentorship from MMB
and BB
July 2012
Identify projects
that align with
CIP, train
Champions,
scope projects
March to June
2012
Project
identification
and Scoping
&
Team Training
Lab Standardization Standardized key functions and
processes, created procurement strategy and
standardized six Practical Nurse Labs
$175K Savings
DPU from 1.05 to 0.20
NEOS redesigning how staff access library services by
increasing access to resources, improving delivery of
resources and reducing expense to college
$60K Savings
Enrolment Lead time Reduction by improving
communication, standardize process and training
program for staff
Reduced lead time by
26 days
Enrolment AU Defect Reduction reduced process
steps from 68 to 12, provided choice to students,
utilized PeopleSoft more effectively, reduced hand offs
$12,987 Savings
DPU from .30 to .15
On Line Testing reduced 31 different staff touching
the process to 1, standardized exam policies and
procedures, standardized process, forms, created
revenue stream for college
$89K Savings
DPU from 0.21 to .001
Asset Management Phase I completed 80% inventory
count, develop standardized processes with controls
33K Savings

15. Reporting at all Levels
81.2
72.3
80.8
2010-11
2011-12
2012 -13
Internal Staff Satisfaction scores
Improvement of staff satisfaction to pre-challenge levels since VIP program implemented
Click to view
one project
staff report outExecutive
Reporting
•LGCVI Dashboard - quarterly
•Project Summaries - monthly
•Internal Client Survey on LGCVI Services - annually
Leadership
Reporting
•Project Summaries - monthly
•Tollgate Report Outs – bi annually
•Celebration Report Outs - annually
•NorQuest Newsletter – every two months
•Internal Client Survey on LGCVI Services - annually
Staff
Reporting
•Tollgate Report outs – bi-annually
•Celebration Report Outs - annually
•NorQuest Newsletter – every two months
•Visual Dashboards on key project metrics - daily
•Process Audits by staff who do the work - quarterly
•Project repository for sharing project documents
Total VIP program savings for two years: $ 920,269

16. Contact info
Carolyn Selin
Principal – Landmark Group Centre for
Value Improvement
780.644.5964
carolyn.selin@norquest.ca
Thank You