Phase 2 teams are applying elbow grease to process mapping

TCC SEM Phase 2, Group 1, group photograph

Group 1 is mapping admissions, orientation and placement testing. Back row, from left: Terry Eusebio, Khristy Horne, Ray Zatt, Sarah Swager, Nina Elopre, Joyce Flowers, Lauren Rappold, Tuenika Wynn. Seated: Kevin McCarthy, Meshea Vann, Carolyn Cheek, Holly Estrada, Apple Tarves. (Photo courtesy of Dan Cawley)

 

Sticky notes and markers in hand, five teams have launched Phase 2 of TCC’s Strategic Enrollment Management initiative: Applicant to Student. They are working on an aggressive timeline with finalized “future state” maps to be completed by Dec. 5 and action registries by Dec. 12.

“As everyone knows, enrollment is already trending downward for the spring semester,” said Chuck Lepper, vice president for Student Affairs and one of the college’s three SEM champions. “It is critical that we move more students through the enrollment funnel in order to reverse that trend as soon as possible.”

Five teams made up of 79 TCC employees are process-mapping a total of 10 scopes:

  • Apply for admission
  • Orientation
  • Placement testing
  • Academic advising
  • Financial aid application
  • Paying tuition
  • Purchasing books and course materials
  • Evaluating transfer credits
  • Class registration
  • Obtaining a TCC ID card

Teams have been holding half-day and day-long sessions at TCC’s Center for Workforce Solutions in Suffolk as they work through the processes that make up the “current state.” Work on “future state” processes begins soon.

“This is such a busy time of year for enrollment services and admissions folks,” said Sarah Swager, Information Center manager and a SEM facilitator. “Even so, they’re eager to do it, and some really good suggestions are coming forward.”

2 thoughts on “Phase 2 teams are applying elbow grease to process mapping

  1. Process mapping is one of the hardest things to do in the process improvement movement. The stakeholders have to peel off the territorial bias and look at the entire TCC Enterprise as a whole. When there is a vision of how efficient the process can be (sometimes referred as the “to be” process), the “as is” process map reveals many duplications and unnecessary steps to maximize work flow.

    I commend the TCC Leadership, all the way to the top, for approaching continuous improvement with this critical step. Thanks also to all of the Subject Matter Experts (SME) that are doing the honest grunt work to map out the “as is” process, and lay it out there for efficiency improvements! It ultimately will save tons of money, jobs, and make the workplace less cumbersome for the administrators.

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