Transcript Document

USM Regional PeopleSoft Conference
Business Process Redesign &
Innovation
University of Maryland, University College
November 21, 2003
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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.
Innovatio
n
Keys to Process Innovation
• Migrating to a new process requires understanding
the current one.
• Recognizing problems in an existing process
ensures that problems are not repeated in the new
process.
• Analyzing current process reveals strategies for new
process.
• Promoting individual and organizational learning
strategies sustains process innovation.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
5
Steps in Innovation Change Process
Determine rationale for change
Describe the process context
Understand the current process
Explore new ways of doing things
Redesign process
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
6
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?
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
Business Process Redesign:
Coppin State Self Assessment
• Process and Report Management
• Exception reporting process identifies 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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
Attributes of Innovative Processes
1. Elimination or decrease in manual processes.
2. Coordination of processes across distances.
3. Change of process sequence; allow parallel processes.
4. Capturing process information to understand process
better.
5.
6.
7.
8.
Improved analysis of information and decision making
Capture and distribute organization information
Monitoring process status.
Coordination of tasks and processes (cross functional).
9. Elimination of go betweens & multiple authorizations.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
13
Innovation Strategies
Automation
More web information
Improve IVR service
Increase self-service
Reduce access to files
Process Sequence
Parallel processing
Virtual linkages
Simultaneous entry and
review
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
Geographic
Multiple sites on campus
Coordination with other
departments
Tracking
Transaction volume
Document
management
Priority processing
Transaction type
Innovation Strategies
Integration
Coordination of
activities
Policy and process
alignment
Scheduling and
planning
Reduce # of
authorizations
Eliminate double handling
Create purposeful roles
Analysis
Management
information
Scheduling, staffing,
process design
Information
Process cycle times
FAQs?
Peak processing
Customer profiles
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
Go Betweens
Knowledge
Knowledge Management
Standard operating procedures
Regulation and statutory changes
Innovation Attribute Comparison
Innovation Attributes of
Time Entry Process Change
Intellectual
N/A
Analytical
Innovation Attributes
Informational
Disintermediate
Go
Betweens
Integrative
Tracking
Parallel
Geographical
Automational
2 Time Entry Process-After
0
1 Time Entry Process- Before
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
1
2
3
Level of Innovation
4
5
6
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.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.
Questions and Answers
Thank you for your participation.
Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.