- Class Scheduling and Examinations (1998)
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Process improvement study of the classroom and examination schedules to improve services to students while reducing processing costs and time by 50% – Vice-President (Finance and Administration) and Dean of Students. The study recommended an interactive windows-based timetabling system to allow departmental administrators and classroom and examination staff to set up the schedules more efficiently.
- Student Records (1997)
Process improvement study on student records to maximize student satisfaction, reduce processing costs and turnaround time on student requests by 50% – Vice-President (Finance and Administration). The study recommended that faculty registrarial offices be combined into one central office led by the University Registrar, and that the introduction of a new student record system is a key priority.
- Communications with Students (1997)
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Process improvement study on communications with students, to deliver clear and accurate information to students – Vice-President (Academic). As a result of this study, the university calendar was revised, and University Communications was given responsibility for branding – a standard quality, language and image.
- Student Payment Transactions (1996)
Process improvement study on student payment transactions to improve student satisfaction and reduce costs – Vice-President (Finance and Administration). The study recommended improvements in methods of collecting student revenues, use of campus card, and customer service training.
- Acquisitions of Goods and Services (1996)
Process Redesign of Acquisition of Goods and Services, to improve customer satisfaction and buying power, while reducing costs – Vice-President (Finance and Administration). The study led to a number of new initiatives – online ordering of all goods and services, procurement cards for smaller purchases, consolidating computer purchases into one office and revision of travel policies and procedures.
- Payroll Redesign (1996)
Process improvement study on Payroll to improve customer satisfaction and reduce costs – Vice-President (Finance and Administration). The study recommended direct deposit of all salary to banks, with a redesigned pay stub, and on line access for supervisors and staff to query and update information. As a result of this study, the Payroll section, which had been part of the Business Office, moved to Human Resources.
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