When Jeff Labrum, the U’s chief operating officer, took the helm in 2023, one of his priorities was to accelerate the university’s operational excellence efforts. “I was expecting a fair amount of resistance,” he told a room of about 70 project owners, sponsors and team members at the inaugural Operational Excellence Summit on Aug. 13. “Instead, I hear people say, ‘I’ve been wanting to do this for 10 years but didn’t have the structure or resources to help me.’”
The daylong summit brought together leaders from more than 100 initiatives designed to improve how the university operates—projects that cut across finance, facilities, HR, procurement, research, student services, athletics and more. Attendees shared successes, traded lessons learned and discussed what’s next in a campus-wide push to streamline processes, break down silos and create lasting efficiencies.
What is Operational Excellence?
Operational excellence is about finding smarter, more efficient ways to get things done at the U. It’s looking at the systems, processes and services we all use every day and asking, "How can we work smarter while delivering more value?" The goal is to clear roadblocks, save time and resources, avoid unnecessary costs and make the best use of what we have—so we can put more toward what matters most: our students, our research and our community. It’s also one of the ways we’re putting the Impact 2030 strategic plan into action.
Turning ideas into action
One of the most anticipated updates at the summit was a new parking feature in the Utah 360 app. Using data from more than 100 cameras around campus, the tool will show where spots are open in real time, helping drivers head straight to available parking and improving traffic flow on busy days.
Other highlights included a centralized asset database to make better use of underutilized research equipment; new strategies for capital project planning that saved $80 million in the build plans for the West Valley Hospital; ticketing and nutrition improvements for student-athletes; a hybrid custodial model projected to save $3 million annually; and procurement changes that leverage AI, rebates and shared purchasing power.
Even seemingly small fixes—like streamlining managed print services—are making a measurable difference. One of those projects is led by Erica Hay, a manager at Print & Mail Services. Her team is working to optimize printing across departments, with 300 printers already in the program. “Without the operational excellence supports and the senior leadership of my area, I wouldn’t have had the resources to implement or communicate this effectively,” she said.
Why Operational Excellence matters
As Labrum and other leaders noted, external pressures—from funding constraints to shifting workforce needs—make it essential for the U to operate more efficiently without sacrificing quality. Dedicated operational excellence staff are helping units navigate change, connect with the right partners and move projects forward faster. Benefits go beyond cost savings: better communication, more collaboration across units and clearer metrics for success.
David Ellison, senior director for strategic initiatives and operational excellence, emphasized the cultural shift these efforts represent. “We need to fix the system rather than working around the system,” he said.
Get involved
Any campus department can bring an idea to the Operational Excellence team for help. Whether it’s a process you want to streamline, a service that could be improved or a resource that could be used more efficiently, the team can assist with planning, data analysis and implementation. Learn more at operationalexcellence.utah.edu.