Speaking on behalf of all Student Services Administrators who worked on this task, I must say that it was very enlightening to take the snapshots that we did of each operating unit, very challenging to think of what lies ahead based on those discoveries, and also very worthwhile in terms of conversations we had with staff and each other in the process.Brigitte Chiki, acting director, Student Services

I found it very valuable to discuss [with Associate Deans] their views and the faculty input especially in light of our upcoming program review. I am very interested now to see as we move through the program review process whether the data aligns.
Fiona Allan, acting dean, Academic and Liberal Studies

Hello, my name is Paula-Marie Jannetta Saric. I am the college’s Emergency Management and Business Continuity Coordinator with Campus Safety and Parking Services. I am privileged to share with the college community, my Transform NC experience. I recognized almost immediately that Transform NC was the precursor to lean thinking and the catalyst for continuous improvement across the organization. My experience in working with the five lean principles began almost 12 years ago while working with major corporations (i.e. Petro Canada, Suncor, Toronto Hydro) and government organizations (i.e. Niagara Region, Ministry of Community Safety and Correctional Services) that incorporate lean thinking, lean tools and the lean culture.

As our team came together in completing the Transform NC worksheets, we gained a sense of clarity, unity and direction in defining our unique service stream, strengths, future investment opportunities and most importantly, how to effectively deliver value to our customers on a daily basis – 24/7. We came to realize that Transform NC is a conduit for identifying high value streams and eliminating low value activities to ensure best practice in safety and security for our students, employees and visitors. The Transform NC experience ‘lowered the lens’ thereby providing our team with a detailed, critical look at our services in relation to our customer’s needs. By lowering the lens, we also gained perspective in terms of integration. Lean organizations leverage project outcomes by collaborating and communicating with other core service departments on a continuous basis. In this way, teams can assess the current condition of any process – implement and measure any improvement.

The benefits of Transform NC are tangible and constructive. Our team gained a critical understanding of what it means to deliver operational excellence and the tools required to effectively meet our customers’ expectations. For example, by identifying high value service streams in relation to customer needs, we can confidently invest our efforts in major initiatives such as the new Security Control Centre. In fact, the entire set of activities across all parts of the organization involved in jointly delivering programs and services can benefit by employing lean-focused principles – identifying the link between customers and the value proposition, team problem solving, mapping the value stream, creating direct flow to the customer, understanding our customers’ evolving needs and the pursuit of operational excellence where every asset and every activity adds value for our customers in a highly competitive and dynamic marketplace.

This is what winning organizations do. This is how winning organizations think. I hope that you can benefit from my experience. P.M. Jannetta Saric