Relates to priority: Lead Operational Excellence
Across our diverse portfolio we want to strive for continuous improvement. We need to truly understand why we operate in the way we do, as this will help us to identify areas where we can increase value add in both our working practices and processes, and then act on our learning. This is about streamlining our operations to ensure we’re delivering on our great potential.
Outcome
To ensure we deliver on our great potential through streamlining our operations.
Target
Phase 3
By Q3 FY22 (Dec 2021), develop a continuous improvement approach and measurable metrics, integrate with data sources such as Uniforum, and obtain endorsement from Executives.
By Q3 FY22 (Dec 2021) develop and execute continuous improvement roadmap to dovetail with ISC (WD sustainment organization), and have it ready for HR/FIN Workday and AEP go-live.
*This section is updated as we enter different phases.
Measure
Implementation of Operational Excellence.
Reporting Frequency
Quarterly — last updated on April 2021.
*Please note that you need to be on UBC’s network either on campus or through VPN to access the data.
Our Strategic Priorities
Our priorities provide a framework containing the objectives of our Strategic Plan, and they help contextualize the overarching aims of the VPFO. Progress towards achieving our strategic priorities is tracked by selected Key Performance Indicators (KPIs).
Lead Operational Excellence
Across our diverse portfolio we want to strive for continuous improvement. We need to truly understand why we operate in the way we do, to help us identify areas where we can increase value in our working practices and processes, and then act on our learning. This priority is about streamlining our operations to ensure we’re delivering on our great potential.