MSU WAY ECOS. Steering Committee Meeting Notes ( )

Transcription

1 ATTENDEES See list at end of this document. LOCATION * HEDULE Brody Dining Rm., East Lansing, Michigan; Thursday 03/28/13: 11:30am to 1:00pm OVERVIEW - Customer and Customer Value Discussion o Context: After our Core Group meeting on March 14, 2013 notes were shared with the ECOS membership, I received the following response from VP Gore: Tariq, I believe the group missed the equation of cost + or - benefit = Value. I believe the problem is the university community is not getting the value for the cost. The value is wrapped up in customer service, timeliness and product. What is happening is the lack of attention to customer experience forces the customer to look at cost out of context. Given VP Gore s response, the group reflected on the following two questions: 1. Who is our customer? 2. What does the customer value versus what we think the customer values? We split into four groups. The details of each group s work are shown in the detailed notes section. After we discussed each group s responses, it became clear that the group had similar notions of who the customer is and what a customer values. The group came to the following conclusions: 1. We need to document and communicate our promise (what we can and will do) clearly to the campus customer. This is something VP Flinn is addressing in a series of meetings with campus clients and IPF employees. 2. We need to continue to use ECOS to work on improving our internal processes to deliver service. The Sparty Squads are doing exactly that. 3. We should not wait for customers to ask for an explanation and itemization of project estimates. This will allow for a richer discussion with the customer. It also allows the customer to refuse the service or reduce the scope in a more timely fashion. a. We can show how first cost is proportional to our life cycle based standards. b. A major portion of the cost of a project comes from competitively bid work and this can be highlighted to the customer in relation to our fees. Originator: SPDC CIREC Team Page 1 of 5 Date Printed: 3/31/2013

2 4. There are structural problems with the way the funding model works on campus, which frequently forces service providers to consider the customer s specific request against future building and/or campus growth plans. a. This problem is not in the scope of ECOS to address. We expect both VP Flinn and Gore to discuss and address this with Exec VP Udpa. b. Examples: i. A staff/faculty member on the third floor of a building requests an internet connection drop to a lab or office space. The service provider drills a larger floor core to accommodate for future requests by other faculty/staff in the building. This increases the cost of the project to the requesting staff/faculty member. The explanation of the cost falls on deaf ears because the staff/faculty member feels the provider is no longer advocating for them. Consequently, the staff/faculty member label campus service providers as unreasonably costly. ii. A major customer (such as RHS/Athletics/Academics/FRIB) requests a project, and the utility connections to that project site are sized to allow for future growth and expansion on that project s side of campus. The customer in this case feels that the campus growth plans are being financed using their budget, which they rightly feel should be spent for programmatic purposes. A nice summary comes from our colleague, Jeff Bonk who was unable to attend the meeting but sent his thoughts via (see details section): IPF should focus on people first / buildings / grounds second. Address the person first, then the project or problem. I believe, at times we lose sight of this, and focus too much on process, or describing our process. I believe we should focus on how to improve the customer experience from beginning to end. Next Steering Committee meeting we would like to discuss the following further questions: 1. Can customer be identified as only one entity, or will it vary depending on the service? 2. Does Customer mean who I have to satisfy? a. What is the definition of Customer (not who is it but what does the term mean? 3. How can we operationalize the concept of thinking like a CEO of a process? A topic for discussion for next Core Group meeting was also suggested: Re-evaluating how the Sparty Squads are organized to accomplish their assignments. We adjourned at 1:17pm: Plus: Good to step back Delta: Stop on time Originator: SPDC CIREC Team Page 2 of 5 Date Printed: 3/31/2013

3 DETAILS Group 1 Who is the customer? 1. Customer? Who are they? 1) Dean, Admins; Anyone I/WE provide a service to or for. 2) All we come in contact with 2. Segments of Customers, or more depending on service requested a) Maintenance b) Construction What the customer values? - Truth - Transparency - Timelines - The Experience - Accountability Group 2 Who is customer? - Requestor - MSU - Budget-er )Billing problems) o Fiscal officer - Facility User o Student o Researcher o Visitor What is valued? - Meeting Expectations - Communicate what is in estimate - Safety ( 2 people $) - Cost - Timeframe - Quality - Efficiency - Relationship/Respect - Same priorities IPF/Customer - Perception= Reality Originator: SPDC CIREC Team Page 3 of 5 Date Printed: 3/31/2013

4 Group 3 Who is the customer? - Person that asked me to provide service o Department o Occupant o Other IPF units - Anyone that has a vested interest in the project - Life Cycle of Building - Future users of MSU facilities - BOT - Students - Person within space we are trying to serve - Safety and health of all Campus occupants - Entities that bear ongoing costs(ex; maintenance, energy cost) - Can customer be identified as only one entity, or will it vary depending on the service? - Does Customer mean who I have to satisfy? o What is the definition of Customer (not who is it but what does the term mean? Customer values: - Being involved - Being listened to - Being Worked with - Being informed of Status - Documentation of what I getting - Having needs met - Communication - Having problems solved - Keeping on budget - Staying on schedule - Quality of product, schedule, budget delivery - Being Educated We believe the Customer Value: - Quality product - Done on time - Not being inconvenienced - Having expectations(may not be realistic) met - Low cost - Having budget met - Having information they need to make timely decisions - Simplified billing only one a month Originator: SPDC CIREC Team Page 4 of 5 Date Printed: 3/31/2013

5 Group 4 Who is the customer? BOT/ Presidents/ Executive Leadership FF/S Students Visitors MSU Brand Businesses Alumni/ Donors Value: 1) US: quality, strategy, aesthetics, standards, ROI. 2) Them: Simplicity, functionality, Flexibility, ROI. Thoughts shared via by our colleague, Jeff Bonk: Who is our customer? Anyone who steps foot on campus. What does the customer value versus what we think the customer values? The customer respects and expects us to be professionally competent in the maintenance, design, and construction of facilities. The customer values an outstanding experience more than our expertise. I feel we fall short in this area. IPF should focus on people first / buildings / grounds second. Address the person first, then the project or problem. I believe, at times we lose sight of this, and focus too much on process, or describing our process. I believe we should focus on how to improve the customer experience from beginning to end. Originator: SPDC CIREC Team Page 5 of 5 Date Printed: 3/31/2013

6 MSU Way-ECOS Project -Streamlining MSU Processes Sign-in Sheet (Mar 28, Brody) - sorted by First Name Name Division MSU WAY ECOS Role** Si nuature Adam Lawyer All Lahouti Angela Care/ AnislaKnauf Anne Phillips Annette McLane Barb Kranz Beth Coleman Bill Whitbeck Nestle Brandon Baswell Brandon Charland Chad Stirrett Dan Bollman Dean Geisenhaver... Deb Kinney Diane Schmizzi Don Mintz Don Schafer Eric Boatman Gus Gosselin Jack Mumma Jacob Sabins Jane Emery Jason Dennis Valiance Jeff Bonk Jeff Carpenter John Nurenberq Karen Zelt Kelly Feister Ken Crowell Kim Kokenakes Leisa Williams-Swedberg Lorena Griffin LoUie Hengesback Lynda Boomer Mark Lutkenhoff Monte Pride Paul Coonrod Peter Sweeney Richard Brown Roger Thelen Scott Gardner Scott Kyes Shawn Kelly Stacy NurenberA Stu Neils Sue Hopper Tariq Abdelhamid TimMrozowski Todd Wilson Tom Mitchell Will Zach Whelton Hanson ITS Facilities Planning and Space Management Residential and Hospitality Services Campus Planning and Administration SPDC / CIREC FPSM Campus Planniniand Administration. Residential and Hospitality Services MSU Purchasing Land Management Office SPDC/ CIREC SPDC / CIREC MSU Purchasing EHS CG,, CG2 SG,, CG1(alt), SG,, SG, scic15... SG, CG1 SG, )c-'71--cc;c'-X, CG, CG3 jre ' eceik.) SG, -0/. ** ''41't4. I SG,... ie..., at/ glx Z),,.... E.*, A.A-- I ezrefl - n 67 j('" JII, e ii?" jaralc Vennie Gore Ron Flinn Barb Wilbur Sharri Margraves Residential and Hospitality Services Human Resources Guests Sponsor Sponsor SG Ex-Officio.0! e.c...c...z2e=.... *Stakeholder Group (SG); Steering Committee (); Core Group (CG); Sparty Squad () Steering Committtee Meeting, 3/28/2013 Date Printed: 3/28/2013 T. Abdelhamid, SPDC, MSU Date Revised: 3/10/2013 tariq@msu.edu