Simplifying Media Service Requests: A Lean Six Sigma Project in Education

Lean Six Sigma is often associated with manufacturing, but its principles can be applied in any industry. In this case, a project at a higher education institution aimed to simplify and standardize the request process for photography and videography services. Before this project, service requests came through multiple channels—phone calls, emails, and verbal requests—causing confusion and inefficiency. The objective was to streamline the process, reduce delays, and improve client satisfaction. Here’s how the Lean Six Sigma team achieved this and the valuable lessons learned along the way. 

The Problem 

The media services department at this institution handles requests for photography and videography, but their request process was anything but smooth. An analysis showed that many requests lacked key information: 

• 10% of requests did not include the recording date. 
• 70% omitted critical details such as the number of photos required or video length. 
• 87% didn’t specify a deadline for delivery. 
• 63% failed to outline visual requirements or preferences. 

These incomplete requests led to delays, last-minute changes, and misunderstandings between clients and the media team. This inconsistency resulted in only 16% of projects meeting their original deadlines, creating dissatisfaction among both staff and students. 

The Goal 

The project’s primary goals were twofold: 

1. Simplify the service request method. 
2. Improve the turnaround time for delivering final photos and videos. 

By introducing a standardized system, the team aimed to increase the percentage of on-time deliveries to 100%. They also set a goal to take on 10-15% more projects per month by improving efficiency and reducing bottlenecks in the request process. 

Forming the Team 

Team selection was critical to the project’s success. The team included both media service staff and frequent users of the department’s services. This provided a balanced view of both the operational challenges and user needs. The project sponsor was the department’s ISO manager, someone familiar with process improvements and change management. This made communication and execution smoother, as everyone involved had a clear understanding of the project’s goals and benefits. 

The team also included a few visual and sound specialists, as their technical expertise was essential for understanding the intricacies of media production. By engaging all stakeholders, the project ensured that improvements would be both practical and widely accepted. 

The Lean Six Sigma Approach 

The team used the DMAIC (Define, Measure, Analyze, Improve, Control) framework to structure their approach. 

Define Phase 

In the Define phase, the team mapped the entire service request process using tools like the SIPOC diagram (Suppliers, Inputs, Process, Outputs, Customers). This helped them identify where requests were falling apart. The main issue was clear: requests lacked consistency, leading to delays and rework. 

To solve this, the team decided to introduce a standardized request form via the school’s TOPDesk system. The form would include mandatory fields, ensuring that clients provided all necessary details upfront. This would reduce the back-and-forth communication that caused delays in the past. 

Measure Phase 

Next, the team measured the baseline performance. They tracked how often deadlines were missed and identified common errors in the requests. At this stage, the data showed that only 16% of requests met their original deadline, with most projects being delayed due to incomplete information. 

The team also gathered data on request volume and processing times to quantify how much capacity could be freed up by simplifying the process. They calculated that they could potentially increase the number of projects handled by 12% each month if these improvements were made. 

Analyze Phase 

The analysis revealed that most delays stemmed from missing or unclear information in the initial request. This caused the media services team to waste time clarifying details or making assumptions, both of which led to rework and missed deadlines. 

To tackle this, the team used a Fishbone diagram to identify the root causes of the issues. They found that inconsistent communication channels (phone, email, verbal requests) were a major contributor. Additionally, the lack of standardized forms meant that even repeat clients often forgot to include important details in their requests. 

Improve Phase 

In the Improve phase, the team implemented two critical changes: 

1. Standardized Request Form: The new form was integrated into the TOPDesk system, the institution’s existing service management platform. The form included mandatory fields for key information such as the recording date, delivery deadline, and visual preferences. This ensured that requests were complete from the start, reducing delays and misunderstandings. 
2. Process Automation: Automated notifications were set up to alert the media services team as soon as a request was submitted. This cut down on the time spent tracking incoming requests and allowed the team to start working on projects sooner. 

The results were immediate and significant. The percentage of on-time deliveries increased from 16% to 100%, meeting the project’s primary goal. Additionally, the new process allowed the team to handle 12% more projects each month, effectively increasing their capacity without adding additional resources. 

Control Phase 

To ensure these improvements were sustainable, the team developed a control plan. The new request form was designed with Poka-Yoke principles, meaning it was “error-proof.” Clients couldn’t submit the form unless all required fields were completed, reducing the chance of incomplete requests. 

Regular audits were implemented to monitor the system’s effectiveness. The team also set up feedback loops with clients, ensuring that the form and process would continue to meet their needs over time. 

Overcoming Challenges 

One challenge the team faced was initial resistance from some users who were accustomed to the old way of submitting requests. To overcome this, the team conducted training sessions to familiarize users with the new system. They also emphasized how the changes would benefit clients by speeding up the turnaround time for projects. 

Another challenge involved coordinating with other departments that handled related services, such as podcasting and live streaming. While the media services team initially resisted expanding the project to cover these areas, they eventually agreed to use the lessons learned from this project to simplify those processes as well. 

Results and Benefits 

The project delivered significant improvements: 

• On-time delivery rate: Increased from 16% to 100%. 
• Increased capacity: The department could handle 12% more projects each month. 
• Financial savings: The institution saved between $331,500 and $582,000 annually by reducing the need for external media service providers. 

These results not only improved client satisfaction but also demonstrated the tangible financial benefits of applying Lean Six Sigma in an educational setting. 

Lessons Learned 

Several important lessons emerged from this project: 

1. Engage all stakeholders: By involving both the media services team and their clients from the start, the project ensured that the solution addressed real-world needs. 
2. Standardization is key: The standardized request form eliminated most of the delays and misunderstandings that had plagued the process. 
3. Continuous improvement: Even after the project was completed, the team remained open to feedback and further refinements. This mindset ensures that the process will continue to improve over time. 

Conclusion 

This Lean Six Sigma project highlights the power of process improvement in an educational setting. By simplifying the request process for media services, the institution was able to increase efficiency, improve client satisfaction, and save hundreds of thousands of dollars annually. For those unfamiliar with Lean Six Sigma, this project demonstrates how practical tools like DMAIC can solve real-world problems, even in industries that may not seem like an obvious fit for Lean Six Sigma methods.