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45 Minutes

45 Minutes. On-Line Payroll Time Reporting University of California, San Diego. Purpose Explain how the activity supports the organizations goals. 1.a.1 Organizational goals and performances measures - Discontinuance of paper-based processes - Reduction in costs and processing time

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45 Minutes

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  1. 45 Minutes On-Line Payroll Time Reporting University of California, San Diego

  2. Purpose Explain how the activity supports the organizations goals 1.a.1 Organizational goals and performances measures - Discontinuance of paper-based processes - Reduction in costs and processing time 1.a.2 Types of impact - Elimination of cost for special paper timesheets - Elimination of overhead - Improvement in time-entry data quality - Improved processing time - Increase in workload during transition period 1.a.3 Degree of impact - University Wide: Central Offices, Vice Chancellor Units,Timekeepers and Employees

  3. PurposeExplain the methods used to choose the activity • 1.b.1Reasons activity Selected • - Potential for achieving high level of benefit for campus community • - Office of the President mandate • 1.b.2 Types of quality tools to select activity • - Surveys • - Process mapping • - Flow charts • - Cause and effect diagrams • 1.b.3 Stakeholder involvement in activity selections • - Customers • - Campus Payroll Office - Process controller and key Stakeholder • - Campus Timekeeper - Process user / Customer • - Employee - End recipient

  4. PurposeIdentify the potential stakeholders and how they may be impacted by the activity 1.c.1 Affected internal and external stakeholders - Campus Payroll Office - Process controller and key Stakeholder - Campus timekeeper - Process user / Customer - Employee - End recipient - Outside organizations 1.c.2 Types of potential impact on stakeholders - Resource issues (cost, savings) - Time (constraints, commitments, savings) - Workload issues (reorganization and redistribution of duties) - Supplies, Distribution - Reputation and credibility issues 1.c.3 Degree of potential impact on stakeholders - Cost reduction - Timely process - Improvement in employee morale - Reduction in errors

  5. Payroll / Timekeeping Cycle

  6. Proposed Flow of Online Payroll Time Record (OLPTR)

  7. AnalysisExplain the process used to identify potential root causes/opportunities 2.a.1 Tools and methods used to identify root causes/opportunities - Surveys - Information gathering 2.a.2 Analysis of data to identify root causes/opportunities - Brainstorming - Categorization - Prioritization - Validation 2.a.3 Examples of other actions to identify root causes/opportunities - Key department input (HR, Internal Audit) - Programming constraints - Pilot test group

  8. AnalysisDescribe how the information in the analysis process was used to identify the final root cause(s)/opportunity (ies). 2.b.1 Methods tools used to identify final root causes/opportunities - Flow charts - SIPOC - Process mapping 2.b.2 Analysis of data to identify final root causes/opportunities - “Hands-on” - Parallel testing 2.b.3 Demonstration of how validation was ensured - Achieved three consecutive parallel pay cycle computes with no discrepancies in data

  9. Action Plan DevelopmentExplain the methods used to identify potential solution/improvement actions • 3.a.1 Methods and tools to identify potential solutions/actions • - Survey • - Decision Matrix and Timeline • - Models from other Universities • - Model from the Office of the President • 3.a.2 Analysis of data to develop possible solutions/actions • - Benchmarking • - Solution Modeling • 3.a.3 Demonstration of how validation was ensured via • methods, tools, etc… • - Testing with Plan/Do/Check/Act • - Brainstorming • - Consensus

  10. Action Plan DevelopmentExplain how the final solution/action plan was determined • 3.b.1 Criteria used to select final solution plan • Decision matrix • Did it meet the goal of discontinuing a paper-based process • Was it available cross-platform? • Could all stakeholders agree to the process? • Was it user-friendly? Was the PTR “look and feel” maintained? • Did it use the latest available technology? • Could the system be maintained without complete rewrites over time? • Could it be upgraded to even newer technology in the future? • Was it scalable to handle a few timesheets as well as hundreds? • Timeline • Was programming/development possible in allotted time? • 3.b.2 Use of methods, tools, and data to select the solution/plan • - Decision matrix • - Benchmarking using Plan/Do/Check/Act • - Brainstorming • - Real-time testing using Plan/Do/Check/Act • - Solution modeling • 3.b.3 Involvement of stakeholders in solution selection/plan • All team members are stakeholders and participated in: - Rewriting or development of new policies and procedures - Solution modeling using Plan/Do/Check/Act - Brainstorming - Testing • - Consensus

  11. Action Plan DevelopmentExplain the Justification/benefits of the solution/action plan • 3.c.1 Type of tangible and intangible benefits expected to be realized • - Removal of paper as the primary communication tool • - Reduction of business risk • - Instant access to current information • - Increased preparation time to timekeepers • - Positive “BUZZ” • - Electronic instead of paper storage • 3.c.2 Use of data to justify the activity • - Anticipated cost savings • 3.c.3 Comparison of budgeted to actual costs, or use of other justification methods • - Anticipated cost savings • - Timekeeper departments • - Reduction of business risk

  12. Implementation, Progress and ResultsExplain how buy-in/was achieved for implementation 4.a.1 Types of internal and external stakeholder involvement - Development of solution matrix - Internal and external stakeholders addressed system constraints 4.a.2 How various types of resistance were addressed - Resistance addressed by explaining program merits - Meeting demonstrations addressed operational concerns 4.a.3 Proof/validation that buy-in existed - Active participation by team members - Strong enrollment in initial training classes - Numerous campus inquiries regarding system

  13. Implementation, Progress, and ResultsExplain the methods that were developed/installed to ensure the results 4.b.1 Use of stakeholder feedback in implementation - Live tests relied on stakeholder feedback - Meetings, e-mail, and phone discussions - Stakeholder feedback generated campus interest 4.b.2 Creation and installation of a system for measuring results - Results measured by matrices and Plan/Do/Check/Act - Standards set-up to benchmark developments - Meeting minutes and flowcharts outlined concerns and progression 4.b.3 How solutions/actions/plans were tested before implementation. Test results - Iterative working prototype

  14. Implementation, Progress and ResultsDescription of implementation/action plan deployment 4.b.4.a Procedure or system changes that were made - Real-time demonstrations - E-mail - Direct communication between pilot testers and programmers 4.b.4.b Standardized and documented, and - Meeting minutes - Project timeline - University policy and procedures 4.b.4.c Training provided - Basic application training - Question and answer period

  15. Implementation, Progress and ResultsDescribe the results achieved 4.c.1 Types of tangible and intangible results that were realized - User interface and operational enhancements - Campus interest or “Buzz” - Pilot tester enthusiasm 4.c.2 Linkage of activity impact to organization performance and goals - Team rallied to meet deadlines - Project on track - Excellent use of technology to replace costly process 4.c.3 How results were shared with stakeholders - Meeting attendance - Campus notifications - Formal / informal presentations - On Line Timekeeping Website

  16. Team Excellence Through Group DynamicsDescribe the Team Training 5.a.1 Types of team training - Sustaining Excellence Series - Joyner “Team Handbook” - Ground rules

  17. Team Excellence Through Group DynamicsDescribe Team Roles • 5.b.1 Team organization • 5.b.2 Roles and responsibilities • - Departmental (end users) • - Technology (programmers) • - Central Office • - Special Resources • Internal Audit, HR, Contract & Grant Admin, Financial Aid • Responsibilities • - Internal transition to electronic system • - Ensuring department support for the system • - Notifying their employees • - Ensuring the accuracy of the electronic data • 5.b.3 Team support from the organization (Company) • - Campus-wide recognition of the team • - Campus notices • - Attendance at informational meetings • - Sustaining Excellence Award Team award • - SDSU’s IQP Team Excellence Presentation • - Enthusiastic use of the new system

  18. Team Excellence Through Group DynamicsDescribe Team Communication 5.c.1 Meeting management, decision-making tools and communication tools - E-mail - Agenda and minutes - Iterative working prototypes 5.c.2 Consensus skills - Discussion followed by agreement - Solution not necessarily endorsed by everyone, but accepted by all 5.c.3 Documenting and sharing process and progress - Meeting decisions - Action items - Responsibilities - Implementation phases

  19. Team Excellence Through Group DynamicsDescribe Team Accountability • 5.d.1 Ensure full participation • - Commitment • - Involvement • - Assignments • - Communication • 5.d.2 Empowered to take action and resolve issues • - Sharing of Ideas • - Respect • - Participation • - Accountability • - System Access

  20. Team Excellence Through Group DynamicsDescribe the team’s maturity 5.e.1 Relationship between team members, other teams - Patience - Equal consideration of ideas and requests 5.e.2 How the team overcame obstacles - Documenting requests - Outside resources 5.e.3 How the team and/or members are better prepared to make on-going contributions - “Greater good” - Creativity nurtured 5.e.4 Lessons learned and next steps - Attendance critical - Open communication - Keeping documentation up to date - Keep it simple

  21. Team Excellence through Group DynamicsDescribe Team member satisfaction • 5.f.1 Methods to determine team members’ satisfaction • - Meeting attendance • - Proud to be part of the project • - Volunteered to discuss system with peers • 5.f.2 Action taken on member feedback • - Participation in future enhancement • 5.f.3 Team reward, recognition, celebration • - Certificates of Achievement • - Standing Ovation at formal presentation • - Sustaining Excellence Award

  22. Presented by: On-Line Payroll Time Reporting Development Team (D - Team) Michael Arthur Nini Cruz Dawn Reser Mary Baran Scott Drummond Kathy Smith Ron Block Elaine Lugo Pearl Trinidad Donnie Bocko Bob Merryman Debra Pink Sally Brainerd Jose Quintana Elaine Wolgast Kathy Caro Anne Cressey Dee Chilcoat Lily Diza Monique Tokuhara Katheryn Ritten Kim Tran Bob Mannie Ron Campnell University of California, San Diego

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