Business Process Redesign & Innovation

1. Business Process Redesign & Innovation USM Regional PeopleSoft Conference University of Maryland, University College November 21, 2003

2. Introductions • Presenters: • Cynthia Kelly, Coppin State College • Katharin Brink, Cedar Consulting • Dennis Bortolus, Cedar Consulting • Participants: please give name, institution, role and interest in Process Innovation.

3. Objectives for Today • Self Assessment of Business Process Redesign • Review Thomas Davenport’s Process Innovation Model as applied to Coppin State • Review Business Process Change Example in Office of Human Resources Coppin State • Brainstorm Strategies for Ongoing Innovation Assessment and Adaptation

4. What is Process Innovation • Process innovation combines adopting a process view of business functions with the application of new ideas and technology. • Process innovation depends on the transfer of knowledge and information. Innovation

5. Keys to Process Innovation • Migratingto a new process requires understanding the current one. • Recognizing problems in an existing process ensures that problems are not repeated in the new process. • Analyzingcurrent process reveals strategies for new process. • Promoting individual and organizational learning strategies sustains process innovation.

6. Determine rationale for change Describe the process context Understand the current process Explore new ways of doing things Steps in Innovation Change Process Redesign process

7. Business Process Redesign: A Self Assessment • Design and Development • How was process reviewed and by whom, what policies were impacted; what criteria used for new design? • Staffing and Training • What was impact on role reassignment, role definition, job descriptions, training and professional development opportunities? • Cross-functional Coordination • How were cross functional decisions made, redundancies identified and eliminated; communications improved? • Process and Report Management • How does enhanced reporting inform ongoing process review; how are measurements used for continuous improvement?

8. Business Process Redesign: Coppin State Self Assessment • Design and Development • Key objective: eliminate time sheets and get personnel requisition on line. • Created “as is” process flow documents. • Included all staff members in analysis of each process • No controlling assumptions affected design process. • No policy changes required yet.

9. Business Process Redesign: Coppin State Self Assessment • Staffing and Training • No job reassignments were required, though there may need to be in the future. • All training complete for scheduled roll out groups. New employees trained individually. • No formal feedback mechanism established - have invited comments through e-mail. • Benchmarks are qualitative, not quantitative: have all employees following the process and get through PS processes in a timely way.

10. Business Process Redesign: Coppin State Self Assessment • Cross-functional Coordination • Separate training provided for Payroll processes. • Some training developed as need was identified. • Not all redundant processes have been eliminated – still working on assuring reliable data. • Checks and balanced occur in payroll processes, though some processes depend on data entry timing. • New processes announced via email. • Web Time Entry not available outside network yet.

11. Business Process Redesign: Coppin State Self Assessment • Process and Report Management • Exception reporting processidentifies continuing, repetitive errors and provides information to improve design and training. • New time history report needs to be reviewed at mid management level. • No performance metrics have been set.

12. Business Process Redesign: Outcomes and Benefits • Time Entry Implementation has been complete to all FT employees ( and some contractual employees) since 7/2003. • Reduced paper to distribute, collect and manage and file. • Reduced manual labor. • Better access from individual workstations.

13. Attributes of Innovative Processes • Elimination or decrease in manual processes. • Coordination of processes across distances. • Change of process sequence; allow parallel processes. • Capturing process information to understand process better. • Improved analysis of information and decision making • Capture and distribute organization information • Monitoring process status. • Coordination of tasks and processes (cross functional). • Elimination of go betweens & multiple authorizations.

14. Innovation Strategies Automation Geographic Parallel processing Virtual linkages Simultaneous entry and review More web information Improve IVR service Increase self-service Reduce access to files Multiple sites on campus Coordination with other departments Process Sequence Tracking Transaction volume Document management Priority processing Transaction type

15. Innovation Strategies Integration Reduce # of authorizations Eliminate double handling Create purposeful roles Go Betweens Process cycle times FAQs? Peak processing Customer profiles Coordination of activities Policy and process alignment Scheduling and planning Analysis Management information Scheduling, staffing, process design Information Knowledge Knowledge Management Standard operating procedures Regulation and statutory changes

16. Innovation Attribute Comparison N/A Go Betweens

17. Focusing Redesign Energy • Think time line – near term, long-term. • Think cost – no/low cost, new resources or reallocated resources. • Think capabilities: knowledge, expertise, experience, staff-power. • Think priorities: must change, should change, could change. • Think technology: have it, get it, use it.

18. Questions and Answers Thank you for your participation.