1 / 18

Using UNECE GSBPM for ABC/M in Statistics Estonia

Learn about the successful implementation of UNECE GSBPM for ABC/Min Statistics Estonia, including results, distribution of working hours, and lessons learned for future improvements. Explore the evolution in time tracking methods, aims of ABC/M, and actions taken based on the results.

johnsonanita
Download Presentation

Using UNECE GSBPM for ABC/M in Statistics Estonia

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Using UNECEGSBPMfor ABC/Min Statistics Estonia Tuulikki Sillajõe Conference Q2010, Helsinki May 5, 2010

  2. Outline of the presentation • Implementation project of the ABC/Min Statistics Estonia • Results • Lessons learned

  3. Motives • Taking into use of the Generic Statistical Business Process Model; • redrafting of the Official Statistics Act and obvious public expectation to know the cost of statistical programme by activities; • budget cuts; • a need to compile time sheets for Eurostat’s grant projects and for the projects funded by European Structural Funds.

  4. Evolution in time • Retrospective analysis for 2007; • a simple Excel solution for the first half of 2009; • an almost tailor-made web-based solution Timelogic which has been in use starting from 1 July 2009.

  5. Current situation • The adopted version of GSBPM is used for reporting working time. • Working time is split between • indirect time (development, administration, representation, motivation, absence); and • direct time (statistical activities by the second level sub-processes of GSBPM). • The guiding principle is to connect as much time as possible with statistical activities. • The system applies to everybody except interviewers.

  6. The aims of ABC/M • to find out which activities should be analysed more thoroughly for finding possibilities in order to develop a new methodology, technology or standardisation; • to spot the overload and under-load points, i.e. map the needs for restructuring; • to identify possibilities for distinguishing between the development process and production process; • to follow the principle of transparency as much as possible.

  7. Distribution of working hours

  8. Distribution of direct working time by the 1st level processes of GSBPM

  9. Distribution of direct working time during the collection by sub-processes 2009

  10. Top of the second level sub-processes, 2009

  11. Top of the statistical activities, 2009

  12. Some other observations • Data collection for price statistics is more expensive compared to other statistical activities. • Agricultural statistics need much more reviewing, validating and editing than other statistical activities. • In the field of social statistics, the ‘build’ part of production process is much more labour intensive than in case of economic entities. At the same time, they do less reviewing, validating and editing. • A third of the analysis process is spent on thecalculation of aggregates.

  13. Actions taken based on the results • The statistical programme for 2011–2015 will include costs by statistical activities; • time sheets for all kinds of projects are generated automatically from the time reporting system; • a software development project for the processing phase has been initiated; • considerations to computerise collection of prices.

  14. Lessons learned (1) • Support from the senior management proved to be an essential ingredient for success; • a retrospective survey of working hours is time consuming and the result gained is rough; • ABC/M is a powerful tool for fact-based decision making if you want to use it (for instance, calculation of possible efficiency gains in terms of money and number of staff members from standardisation); • being equipped with fact-based data, managers and the staff can ask better questions about existing working routines and consider opportunities for changes;

  15. Lessons learned (2) • better understanding of the staff about their personal contribution to the value chain; • better understanding of the staff about the production process and relations between its sub-processes; • awareness of the costs of all activities that comprise a statistical activity has been approved; • ABC/M does not provide a solution for all problems within the organisation, thus it would be better to keep expectations modest.

  16. Thank you for your attention! tuulikki.sillajoe@stat.ee

More Related