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1. Journal of Educational and Hu man Resource Development 4:133-149 (2016)
Southern Leyte State University, Sogod, Southern Leyte, Philippines
Analysis of College Enrollment System Using
Six-Sigma (DMAIC) Methodology
Elvira E. Ongy*
Visayas State University
Visca, Baybay City, Leyte, Philippines
Abstract
This paper shows how Six-Sigma methodology was applied to address systems issues such
as operational variations that cause the defects of the enrollment system. This method
provides a structured framework which identifies, quantifies, and eliminates sources of
variation in the chosen system. Primarily, this study aimed to identify the problems of
the enrollment processing and develop improvement measures to alleviate the problems
identified. Descriptive research design employing survey method was used to collect the data
from the respondents who are undergraduate continuing students of Visayas State University.
Data were collected following a non-probability convenience sampling technique where 50
respondents were selected according to their availability during the enrollment period. Result
shows that the process sigma was -2.54 with PPM defects of 996,017. This sigma level
indicates that the process was not performing well. Using the DMAIC methodology, it was
found out that the long queues of the enrollment are mainly caused by bottlenecks which
occurred in assessment and printing of COR where effective capacity was not enough to
process the demand of 177 students per day. It is therefore recommended that the capacity
for assessment and printing should be increased by adding two personnel and the registrar
should have a forecast on the enrollees to have a good estimation on the number of sections
per subject to offer. With the aid of Six-Sigma methodology, measures were identified to
alleviate the causes of variations based on what is critical to the customer for an improved
and sustained performance of the enrollment processing.
Keywords: Six sigma; DMAIC methodology, College enrollment system
Introduction
The marketplace of today’s higher education
is becoming highly competitive. Colleges,
universities, and even higher education
schools that offer online distance learning
courses are all vying for the same students
and the revenue they represent. Institutions
of higher education must demonstrate that
they can provide what others cannot. By
providing quality and affordable education is
of the highest importance to students and
their families. One of which is improving the
levels of service the schools can offer to every
“customer facing interaction”—which often
requires improving internal work processes to
increase the likelihood of attracting students
(Kurt and Raifsnider, 2004). According
to Prevot (2015), the number one factor
that influences in the management and
operations of a school during the school
year is enrollment. A convenient registration
system can be a deciding factor for a
student when they select a school (Ellucian,
2014). An institution can become more
Correspondence: elvie entero@yahoo.com ISSN 1908-6512

2. Ongy JEHRD Vol. 4, 2016
responsive and offer better service to students
by providing them the convenient and
fastest way of processing their application or
registration. Some students even demand
online registration as the internet is very
accessible nowadays.
As Visayas State University (VSU) is
considered to be a premier University of
the Visayas, the increase of enrollees per
semester is very substantial. Although this
increase provides a direct advantage to the
university, however, catering the student’s
needs in processing the enrollment becomes
tedious and lengthy which entails so much
extension of the enrollment period and
caused some issues and problems to arise.
The problem of the existing enrollment system
employed by the university is very visible
and it has been a predicament for over many
years. Long queues are observed in every
step of the process. This problem created
negative impacts to the organization such
that start of classes are delayed, additional
costs are entailed and caused the other tasks
of the registrar’s personnel to build-up, and
costly and inconvenient for the students who
are living far from the university as enrollment
process takes longer than expected which
normally takes more than a day or three.
Many institutions have adopted online
registration and enrollment system to make the
process efficient and convenient. However,
in the context of quality improvement of
operations management, it is important to
conduct process or systems analysis first
to understand how the process works and
how it can be improved before automating or
mechanizing the process (Enfocus Solutions,
2012). Thus, this study is imperative and
could be used as basis by the university prior
to implementing an online enrollment system.
Many types of research have been
conducted utilizing Six Sigma methodology
(DMAIC) to improve business processes
by reducing the defects. Six Sigma is a
novel approach to continuously improving
the process and a Total Quality Management
methodology (Junankar and Shende, 2011).
Recently, Six Sigma as an improvement
approach has been greatly attracting the
attention of service industry (Nabhani and
Shokri, 2009). The popularity of Six Sigma in
service organizations is growing exponentially,
especially in banks, hospitals, financial
services, the airline industry and utility
services (Kaushik and Khanduja, 2010). Six
Sigma, a quality improvement methodology
introduced by Motorola in the 1980s has
acquired much-deserved recognition in the
last few years as an increasing number of
companies swear by its effectiveness in
improving the bottom lines (Chakraborty
and Tan, 2007). Kuldeep and Charmonman
(2010) applied Six Sigma to eLearning course
where the method focused on reducing
the variation and defects which improved
the quality of business product or service
and where its application has initially been
recognized in higher educational institutions.
Proven that Six Sigma methodology is widely
used in the service industry and thus can
be used to improve such processes in an
educational system (Goffnett, 2004). Hence,
this study was conducted to identify the
problems pertaining to enrollment processing
that greatly affect the clientele’s requirements
and organization’s objectives and develop
viable solutions or improvement measures to
alleviate the problems identified. The study
applied the use of Six Sigma methodology
to improve the enrollment system of VSU to
achieve its objectives.
Methodology
Data Collection
This study employed a descriptive research
design employing survey method. Survey
interviews following a non-probability
convenience sampling technique using a
designed questionnaire were conducted
among the 50 undergraduate continuing
students of the Visayas State University
at varying year levels and courses. New
freshmen, transferees, and graduate
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3. Ongy JEHRD Vol. 4, 2016
students were not included. New freshmen
and transferees have different enrollment
procedure and graduate students comprised
only a small percentage of the total population
and have a special enrollment period
extension. Samples were selected not
because they were easy to recruit but because
the researcher chose those students who are
available and doing an actual enrollment while
the interview was conducted. The survey
was conducted through personal face-to-face
interview during the enrollment period. This
method was used to identify the perceptions
of the students about the current enrollment
system employed by the university and
complaints on the enrollment services. Data
gathered on student’s complaints were used
in the analysis as well as their requirements
and preferences for the enrollment system
and the total amount of time it takes for each
respondent to finish the enrollment.
Personal interviews were also conducted
among faculty and registrar’s personnel to take
note on their observations and comments on
the current enrollment system. The number
of students processed or validated per day for
the whole duration of the enrollment period
for each semester was obtained from the
record of the University Registrar. These
data were used to determine the target
enrollment process time for each student
which was used in analyzing the process
sigma. Here, student’s complaints and
observations were used as the source of the
Voice of the Customer (VOC) as they are
the ones who undertake the process and
directly felt the effect of the design of the
current system. Actual on-site observations
were also done to observe and validate the
prevailing problems of enrollment processing
raised by the respondents. Historical data on
the enrollment rate were obtained to determine
the number of students to cater in a day given
the ten (10) days enrollment period. These
data were used to compute the average target
time to finish the enrollment per student which
was used in determining the process sigma of
the current enrollment system.
Data Presentation and Analysis
The study mainly utilized DMAIC (define,
measure, analyze, improve, and control)
methodology. Here, a simple approach of
DMAIC was used to minimize complexities
in determining the problem and minimize
its causes through a systematic approach.
DMAIC comprised of the different stages;
define, measure, analyze, improve, and
control. Definitional phase determines the
objective and scope of the study. Collection
of all information about the present processes
was done, determination of customers
and deliverables to customers were also
ascertained. This phase presents the project
charter of the study.
Measure phase helps in gathering the
incredible amount of information which can be
used to find solutions. This phase utilizes
value stream mapping (VSM) to illustrate the
current position of the problem. Data were
subjected to normality test to determine if the
process time data behave normally which is
one of the requirements of subjecting the data
to six-sigma analysis. Process performance
and capability test were also used to determine
the number of defects of the enrollment
processing whether the system is performing
well or not. The data gathered on student’s
dissatisfaction with the existing enrollment
system was then analyzed using Pareto Chart
to identify the most significant enrollment
related problems. Why-why diagram was also
used to present, analyze, and identify the root
causes of the major problem and to determine
the critical variables related to the focused
problem.
Analyze phase analyzes the causes of
defects and sources of variation, determines
the variations in the process, and prioritizes
opportunities for future improvement. Here,
the work and results of the why-why diagram
are presented and described to identify
the probable causes of the defect which
have a maximum impact on the operational
wastages. The variables that influenced
the defect are determined. Students and
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4. Ongy JEHRD Vol. 4, 2016
registrar’s personnel were also asked
to identify the factors affecting the main
problem. These variables/factors obtained
that influenced the main problem were further
analyzed to determine the causes of such. A
why-why diagram provides a better view of
these variables. Meanwhile, improve phase
aimed to find measures that would solve the
problem. From the root causes identified and
presented in the why-why diagram, solutions
are drawn.
Lastly, control phase ensures that the
processes continue to work well, produce
desired output results, and maintain quality
level. This phase carry out periodic reviews of
various solutions and strict adherence to the
process yield.
Results and Discussion
1. Define Phase
Project Charter
Problem Statement
Long queues are observed in every step of the
process. On average, the enrollment process
takes one or more than a day for continuing
students.
Project Statement
Identify solutions to shorten the queues and
minimize enrollment processing time.
Project Scope
The following areas of the project are
investigated and included:
• Enrollment processing time of students
enrolling in the Visayas State University.
• Non-value added activities and resource
deficiencies that might have caused the
longer waiting time and service time
are identified – which have caused the
enrollment processing time deviation of
50% as per data obtained.
• Bottleneck of the process created which
might be due to these non-value added
activities was determined (which step/s?)
• Causes of the bottleneck (which also
relate to the non-value added activities)
are investigated.
• Lay-out of the process are taken into
account (What is the arrangement of the
lay out? How far is the first step to the
next?)
Since the registrar’s office already has the
data on the process times per step per
person, designed capacity per person for
each step can be determined. Given the
process times provided, does it match with
the amount of time it takes for the student to
process his/her enrollment? If not, non-value
adding activities that might have caused this
deviation will be identified which will also
eventually determine the bottleneck of the
process. Actual observations are conducted
to determine the accurate process times.
Project Goals/Objectives
• Minimize enrollment process/service
times. (Reduction specified based on the
target – 0
• Reduce waiting time of the clients
(students) (Reduction specified based on
the target)
• Maximize number of clients (students)
to be served in one day (Increase
is specified based on the target and
projected enrollees)
Benefit to External Customers
If the actual whole duration of the enrollment
process will not deviate from its target (5 days
regular and 5 days extension), start of classes
will not be delayed, no additional costs will be
entailed, and students will not be penalized
with the longer enrollment processing time.
Smooth enrollment process will entice future
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Figure 1. High Level Process Map - a Supplier, Input, Process, Output, Customer (SIPOC) Diagram for
Enrollment Processing for Continuing Students of Visayas State University.
students to enroll in the university. It will also
provide efficient flow of the enrollment process
while reducing processing costs (electricity,
manpower, etc.).
2. Measure Phase
High-Level Process Mapping
Figure 1 shows the high level process map
or SIPOC diagram for enrollment processing
for undergraduate continuing students of VSU.
This provides all the relevant elements of
the enrollment system prior to analysis. It
depicts the suppliers of the input of the
process, the specifications placed on the
inputs, the customers of the process, and the
requirements of the customers.
Voice of the Customer
Table 1 reflects the student’s complaints
and Figure 2 shows its Pareto analysis.
As depicted in the Pareto chart, longer
waiting lines and waiting time and longer
waiting lines and waiting time for payment
and encoding attributed to 20% and 15%
of the total enrollment processing related
complaints, respectively. Closing of subjects
or sections and poorly organized system
accounted to fifty percent (50%). The first
two problems are related to each other that is
longer waiting lines and waiting time, whereas
the closing of subjects (10%) and poorly
organized enrollment system (7%) can be
considered as the causes of these longer
lines and waiting time. A why-why diagram
is presented to analyze and identify the root
causes of the main problem and determine
the critical variables related to the focused
problem. Hence, the most significant problem
in the enrollment process is the longer waiting
time of the students to process the enrollment.
Value Stream Mapping (VSM)
Value Stream Mapping (VSM) illustrates the
current position of the problem. The process
mapping or VSM is used to define the current
state of the problem of the university. It
also depicts the step-by-step flow chart of the
enrollment process that needs improvement
which includes the stakeholders responsible
(Registrar’s personnel, students, and faculty)
for each step in the process. Using the VSM,
missing points, wasted areas, constraints and
inappropriate or inefficient processes can be
determined and sought. As depicted from
Figure 3, value-added time is only 105 minutes
or equivalent to 1.75 hours while a total
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Figure 2. Pareto Chart to select the focused problem.
Table 1. Student’s complaints on the existing enrollment system of VSU (n=50).
Complaints
Number of
response
Percent of
total
Cumulative
Percent
1. Longer waiting lines and waiting time 40 20% 20%
2. Longer lines and waiting time for payment and encoding 30 15% 34%
3. Closing of subjects/sections 20 10% 44%
4. Poorly organized enrollment system 15 7% 51%
5.Some subjects are not offered for new curriculum 12 6% 57%
6. Requires longer distance walking 10 5% 62%
7. Conflict of schedules 10 5% 67%
8. COR requires many signatories 9 4% 71%
9. Does not know what to do next (absence of process flow chart) 8 4% 75%
10. In case of closed sections, entails additional cost for adding 8 4% 79%
11. Mistakes on encoding 7 3% 82%
12. Chaotic environment for enrollment 7 3% 86%
13. Few encoders 5 2% 88%
14. Wrong information inputted in the validated COR 5 2% 91%
15. Lack of computers 5 2% 93%
16. Database crashes 5 2% 96%
17. No staff that guides the students 5 2% 98%
18. Registration staff do not only focused the enrollment
tasks but entertain non-enrollment related tasks
4 2% 100%
TOTAL 205 100% 200%
lead time of the enrollment process accounts
332 minutes or 5.53 hours. The map itself
identifies the problem which accounts the total
waste time of 227 minutes or 3.78 hours. The
question is where do this 227 minutes go and
what could have been the causes of such high
difference? As it was identified that the most
critical problem of the enrollment processing
relates to longer waiting line and waiting time,
this problem is the main cause of such high
difference. Other non-value adding activities
which resulted to longer waits are accounted
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Table 2. Actual observed enrollment process time for each student for the second semester,
AY 2012-2013 (n=50.
Student
Respondent No.
Enrollment
Process Time
(min)
Student
Respondent No.
Enrollment
Process Time
(min)
1 55 26 205
2 115 27 245
3 155 28 285
4 195 29 322
5 255 30 355
6 295 31 415
7 320 32 445
8 360 33 480
9 410 34 255
10 440 35 295
11 480 36 325
12 523 37 365
13 595 38 445
14 140 39 300
15 155 40 330
16 200 41 370
17 245 42 465
18 300 43 295
19 322 44 335
20 359 45 370
21 405 46 373
22 445 47 325
23 475 48 370
24 565 49 315
25 175 50 355
Table 3. Frequency table on Enrollment Process Time (min): K-S d=.09302, p> .20; Lilliefors
p> .20
Range Frequency
Cumulative
- Frequency
% of all - Cases Cumulative % - of All
0<x<=100 1 1 2 2
100<x<=200 7 8 14 16
200<x<=300 11 19 22 38
300<x<=400 17 36 34 72
400<x<=500 11 47 22 94
500<x<=600 3 50 6 100
to be 227 minutes. Since longer waiting
time and waiting lines was identified as the
most important problem then it is considered
as the Critical to Quality Variable (CTQ-V).
Therefore, the defect is the longer waiting time
and waiting lines.
Normality Test
Normality testing of the total enrollment
process time data using a STATISTICA
Software was done to determine if the data
set is well-modeled by a normal distribution
and to quantify the process sigma of the
current system. Kolmogorov-Smirnov (K-S)
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Figure 3. Normal P-plot for enrollment process time.
Figure 4. Normal plot for enrollment process time.
and Lilliefors test were used to determine the
normality of the enrollment process time data.
Results show that the data was normal given
that the p-value for the data is greater than
0.05 (p-value ¿ 0.20) (Figure 4). Table 3 shows
the frequency table and the normal P-Plot for
enrollment process time is presented in Figure
5.
1. Historical data on the number of students
enrolled per semester were used to
determine the number of students to
serve in one day to accommodate the
projected enrollees within the semester
given the ten (10) days enrollment period
(Table 4).
2. New freshmen students are not
accounted as the study only focused
on continuing students, and on average,
around 1,809 and 640 incoming freshmen
students enrolled during the first and
second semester of the school year,
respectively.
3. Graduate students are not included in
the analysis as they only comprise a
small percentage of the total population
and have a special enrollment period
extension.
4. Pre-registered regular students are
excluded in the analysis as they are
allowed to make an advance enrolment
which comprises on average of 25% of
the total enrollees.
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Figure 5. Value Stream Map of the Enrolment Processing for Continuing Students of Visayas State University.
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Target Enrollment Processing Lead
Time
To determine the target enrollment process
time per student to meet the demand, the
following data and conditions as practiced by
the current enrollment system of the university
were used.
As reflected in Table 4, a number of
students to process per day to accommodate
the demand range from 122 to 238 per
day. Given that each worker has an actual
time of 7.5 hours (450 minutes) serving the
students per day, the amount of time the
student should stay in each step ranges from
18.95 to 36.7 minutes. Therefore, the Lower
Specification Limit (LSL) is 18.95 minutes
and Upper Specification Limit (USL) is 36.7
minutes. These values determine the process
sigma and test the process capability of the
system.
Process Performance and Process
Capability Test
As depicted in Figure 6, the process sigma is
-2.54 which has PPM defects of 996,017. This
sigma level indicates that the process is not
performing well. Likewise, the value of Cpk
and Cpu is -1.66. This index shows how close
the data to the target and how consistent the
data around the average performance. The
value obtained signifies that the process is not
running close to its specification limits, relative
to the natural variability of the process. Since
the index is low, the more likely it is that any
item will be outside the specifications.
Cost of Poor Quality (CPQ) Before
DMAIC
This poor quality as pertains to the longer
processing time of enrollment greatly affects
the university and has a direct effect on the
faculty and students as well as the personnel
assigned in the enrollment processing. CPQ
for inconsistent enrollment processing time
penalized the timely start of classes during
each semester as the university has to
extend the enrollment. Make-up classes are
conducted and often the entire coursework
is not completely covered and finished right
before the final exam schedule. This
poor quality also entails additional costs
on electricity and payment for the part-time
workers hired as encoders and caused the
other tasks of the registrar’s personnel to
build-up.
3. Analyze Phase
This phase analyzes the causes of defects and
sources of variation, determines the variations
in the process, and prioritizes opportunities
for future improvement. Here, the work and
results of the why-why diagram are presented
and described to identify the probable causes
of the defect which have a maximum impact
on the operational wastages.
The variables that influenced the defect
are determined. Data were obtained from
the survey conducted from the students and
asking the OIC of registrar’s office along
with other registrar’s personnel to identify the
factors affecting the main problem. These
variables/factors obtained that influenced the
main problem are further analyzed to identify
the causes of such. A better view is given in
a why-why diagram. From the root causes,
solutions are then drawn or made.
Problem Analysis
This phase analyzes the causes of defects and
sources of variation, determines the variations
in the process, and prioritizes opportunities
for future improvement. Here, the work and
results of the why-why diagram are presented
and described to identify the probable causes
of the defect which have a maximum impact
on the operational wastages. The variables
that influenced the defect are determined.
Students and registrar’s personnel were also
asked to identify the factors affecting the main
problem. These variables/factors obtained
that influenced the main problem are further
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Table 4. Enrollment data provided by the University registrar.
Academic
Year
Semester Total enrollees
Average
freshmen
enrollees
Pre-registered
regular
students
(25% of
total)
Total
continuing
student
enrollees
2007-2008 1st 3,765 1,598 941 1,226
2nd 3,701 670 925 2,106
2008-2009 1st 4,219 1,810 1,054 1,355
2nd 3,659 550 914 2,195
2009-2010 1st 4,495 2,020 1,123 1,352
2nd 4,100 700 1,025 2,375
Figure 6. Process capability test for enrollment process time before DMAIC methodology.
analyzed to identify the causes of such.
Why-why diagram provides a better view of
this analysis. From the root causes, solutions
are then drawn. Data on the complaints
of students, faculty, and registrar’s personnel
were analyzed to work out the key variables
and factors influencing the inconsistent and
longer enrollment processing time. The
following approach is also used in analyzing
the chain of causes and effects of the defect
identified which could be the problems arise in
doing the analysis as problem-solving analysis
help lessen the deviations based from the
objective. It also aids in validating the VOC
identified in the DEFINE phase.
1. Results analysis
Deviation from the goals and expectations
was determined. Given the demand of 177
students to process per day which requires a
maximum enrollment processing time of each
student of 25.4 minutes, the average actual
time obtained is 332.48 minutes which means
that the deviation is very high.
2. Activity-interaction analysis
Activity-interaction analysis determines the
inadequate activities that might have caused
the deviations. A flowchart is provided that
depicts the different process as a series of
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Table 5. The effective capacity of each step of the enrollment process computed based on the
observed enrollment process time.
steps. Each step represents the use of a
resource (employee) and shows its effective
capacity. The one with the lowest capacity
is the current bottleneck. Here, we are
looking for places where something is not
running smoothly. People might be waiting
for something to do or might be something
that when breaks bring the entire process
to a stop (unexpected stoppages). If this
calculated answer indicates a true bottleneck,
then there will be physical evidence. As
reflected in Table 5, the current system given
the effective capacity can process a maximum
of 112 students per day constrained by Step
6 (assessment) and 8 (printing of COR).
The demand to process each day to finish
the enrollment for ten days is 177 students.
There is no data on the capacity of each
step under the pre-enrollment phase given the
assumption that the allotted enrollment period
is enough to accommodate all the students
under their respective departments.
• The average time per step was computed
based on the actual enrollment process
time of 50 student respondents.
• Each worker or personnel assigned
worked 8 hours a day.
• Enrollment Processing time: morning
(8:00 AM-12:00 NN), afternoon (1:00
PM-5:00 PM).
• Each worker worked 8 hours a day less
with 0.5 hour break time.
3. Resource analysis
Resource analysis is a process of uncovering
the resource deficiencies. These include the
number and skills of the workers to carry out
the specific task (in each step), daily working
hours and break time, employees training,
quantity, and type of machines/equipment
(computers and printers) used, capacity
of the server (database stored the student
records and transactions), and power supply
(electricity) in case brown-outs occurred. The
analysis shows that workers designated in
enrollment processing are personnel from
the registrar’s office and the majority of the
encoders (17 out of 21) are BS Computer
Science students of the university. In-charge
for processing the payment for USSC
membership are personnel from University
Student Services Office.
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4. Decision analysis
To determine if decisions fail to account for
various resource and other activity factors
which include the number of workers hired
and assigned to a specific task, the amount
of supplies and materials ordered, process
layout (arrangement and the distance of
one step to the next), and the number of
machines/equipment purchased. From the
data on student’s complaints, interviews with
registrar’s personnel and using the approach
above, the main factors affecting the main
problem (defect) which is the long enrollment
processing time are determined and presented
in a why-why diagram to determine the root
causes of such.
The main factors that caused the enrollment
processing time to be long are the following:
1. Students are unfamiliar with the
enrollment process.
2. Registration staff entertains other
non-enrollment related stuff during
the enrollment period.
3. Only few personnel are assigned to the
enrollment processing as assessment,
printing of COR, and absence of person
that facilitates and guides the students
identified as bottlenecks of the process.
4. Encoding of subjects consumes much
time.
5. Accomplishing the COR before encoding
takes time.
6. Only a few students are processing during
the first few days and high percentage
accumulate in the late registration
(extension) period.
These identified main causes were
consulted to the head of the office of the
registrar to determine which of these greatly
contribute the long enrollment processing
time. They have pointed out that the main
problem is mainly due to encoding as it
takes time because of many possible errors
that occur as reflected in the why-why
diagram and only a few students process their
enrollment during the first few days, and huge
number accumulates in the extension period.
However, based on the problem analysis
(activity-interaction analysis), the bottleneck
was identified in assessment and printing of
COR as its effective capacity cannot meet
the daily demand of 177 students per day.
Likewise, as can be depicted from the VSM
and why-why diagram, the process layout
matters because the buildings where the
enrollment took place are distant from each
other. The department where the COR is
released and location of signatories are
about 300 km away from the enrollment
processing area. The cluttered layout design
also attributed the long processing time. It
also necessitates the students to expend time
to transfer from one step to the next.
Hence, the main factors that greatly
contribute to the occurrence of the defect
which is the long processing enrollment time
are that bottlenecks are found in assessment
and printing of COR, there were many errors
in encoding, the layout arrangement was
very cluttered, and only few students were
processing during the first few days, and
high percentage accumulates in the late
registration (extension) period. As bottlenecks
found in between the process, tasks were
piled up before the assessment and printing
as the capacity of these two steps were lower
than the steps prior to these. Tasks were
piled up in encoding and payment steps.
These bottlenecks also caused the next steps
to be underutilized. As tasks were already
piled up in encoding, errors in encoding
added up to these tasks as rework are done.
This caused the enrollment processing to
take longer. Another factor is the lay-out
arrangement. Lay-out design of the different
steps under enrollment phase in one building
does not facilitate faster flow of documents
or processing and the arrangement is much
cluttered. Too many transportations and
delays are observed and identified which
caused the process to take longer.
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Figure 7. Why-why diagram for long enrollment processing time of the undergraduate continuing students of
Visayas State University.
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15. Ongy JEHRD Vol. 4, 2016
Table 6. Proposed solutions to improve the current enrollment system.
Critical to
Customer
Cause Validated Proposed Solution/s
Bottleneck found in
assessment and
printing of COR
(effective capacity not
enough to process the
demand of 177
students per day)
1. Based on the activity interaction analysis two (2) persons
assigned in assessment and printing of COR to match
the capacity of the system to the demand. The registrar
must also use historical data to forecast the demand for
enrollment and have a valid basis for determining the
workforce requirement for each step.
2. Somebody should be assigned to guide the students in
the enrollment processing area.
.
Long
enrollment
processing
time
Errors in encoding
1. To minimize errors in encoding, student encoders must
be trained beforehand on how erely rely on one person.
2. The use of forecasted data can minimize closing of
sections as it provides a good estimation of the number
of sections per subject to offer.
3. For new subjects offered in new curriculum and new
courses, the registrar must see to it that these courses
are listed and offered during enrollment.
.
Lay out design
1. As practiced, COR is released the day the enrollment
starts for respective year level. The registrar should have
it released a day before the enrollment considering the
lay-out of the buildings which caused so much time for
the student to transfer from one place to another. As
can be depicted from the VSM, pre-enrollment processes
comprise 52% of the total lead time (171/332 minutes)
and 73% of this is due to waste (125/171 minutes).
2. As medical examination is done yearly and a pre-requisite
only for validation, it can be done prior to the start of
enrollment as this process constitutes 20% (including the
waste) of the total lead time (65/332 minutes).
3. Methods engineering can be applied to study the process
to eliminate wastes such as transportations and delays to
address the problem on the arrangement and lay-out of
the design of the process.
.
Only few students are
processing during the
first few days and high
percentage
accumulates in the
late registration
(extension) period
The registrar must also devise a system where the students
will be penalized (in a form of fines) if they are not going to
follow their respective schedule of enrollment. Another option
is the provision of more attendants during the first few days
and less during the later part. It will aid in maximizing the
utilization of the workers during peak demand and minimizing
the underutilization during low demand.
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16. Ongy JEHRD Vol. 4, 2016
4. Improve Phase
This phase is the fourth step in DMAIC
improvement cycle and its objective is to find
and implement measures that would solve the
problem. Solutions are mainly derived from
the root causes identified and presented in
the why-why diagram. Proposed solutions are
given in the following table (Table 6).
5. Control Phase
This phase ensures that the processes
continue to work well, produce desired output
results, and maintain quality level. This
phase will carry out periodic reviews of
various solutions and strict adherence to the
process yield. The registrar plays a very
crucial role in the implementation of all these
improvement measures. Prior to the start
of the enrollment, the registrar must prepare
and check all the necessary preparations.
They can use a short survey questionnaire
to assess the perceptions of the students
about the enrollment system. Likewise,
all the personnel involved in the enrollment
processing must conduct a meeting to review,
check, and assess the enrollment system.
It will aid in determining if the objective is
attained and if further improvement is needed.
Conclusion and
Recommendation
Using the DMAIC methodology, factors that
caused the variability of the process and
the defects were identified and improvement
measures were formulated based on the
root causes of the main problem. Based
on the results, it is also recommended to
aggregate the process time data for each
step to determine the process that has the
highest variability or which causes variability.
To support also the cause presented about the
number of students accumulated in the late
registration, it is recommended to have the
number of students processed on a daily basis
within the enrollment period to quantify the
exact proportion and to forecast the demand
during a particular period.
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