1. Implementing new technology alone does not guarantee process efficiency; a flawed implementation can cause issues rather than solve them.
2. When reviewing processes, look for clues like manual forms, duplicate data entry, unnecessary approvals, and long cycle times that indicate opportunities for improvement.
3. It is important to understand the end-to-end process by mapping it, following the data/paper trail, and questioning stakeholders at each step to identify root causes of inefficiencies.
Utilize Process Improvement Methodologies to Improve Finance and Accounting ...TSONDE
BPM, Six Sigma, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather then define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good HR practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Tips and Pointers for Conducting Process Improvement Projects in Payroll S...Tom Sonde
Tips & Pointers for Conducting Process Improvement Projects, Tom Sonde, Silver Road Solutions -
BPM, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather than define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
Bear, Stearns Global Transportation Conference Presentationfinance13
- United Airlines presented at the Bear Stearns Global Transportation Conference on May 9, 2007.
- United discussed its performance agenda to drive margin leadership through a customer-focused strategy, optimizing revenue and controlling costs, revitalizing its workforce, and continuous improvement.
- Metrics showed United had competitive unit revenue and costs compared to peers when adjusting for United-specific accounting items, and its strategy positioned United to continue improving performance and benefiting customers, employees, and investors.
1. This document outlines a framework for managing service programs using outcome-based targets and measures.
2. Key aspects include setting annual, monthly, and weekly targets; measuring performance against those targets; and making adjustments to improve results.
3. Targets and measures are established for both efficiency and effectiveness to ensure accountability for both processes and outcomes.
Plant maintenance in SAP involves various modules and processes. Key modules include equipment master records, functional locations, bills of material, and work centers. There are processes for corrective, preventative, and project maintenance. Corrective maintenance follows a cycle of notification, planning, scheduling, execution, and completion using maintenance orders.
Infosys - Enterprise System Integration Software | White PaperInfosys
"
Enterprise system integration requires a clear understanding of information flow across the enterprise and shop floor for any given software process"
1) Healthcare organizations face challenges around complex application interdependencies and housing protected health information (PHI) in non-production systems.
2) The Informatica solution simplifies, automates, and validates the test data environment through an integrated platform for consistency and scalability.
3) A case study example showed how Informatica helped a leading healthcare payer comply with regulations by creating targeted test data subsets from production, improving quality and performance while protecting sensitive data.
Utilize Process Improvement Methodologies to Improve Finance and Accounting ...TSONDE
BPM, Six Sigma, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather then define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good HR practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Tips and Pointers for Conducting Process Improvement Projects in Payroll S...Tom Sonde
Tips & Pointers for Conducting Process Improvement Projects, Tom Sonde, Silver Road Solutions -
BPM, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather than define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
This document outlines a 7 step continual service improvement process:
1. Define policies and methods for service design.
2. Plan design resources and capabilities.
3. Coordinate design activities.
4. Manage design risks and issues.
5. Improve service design.
6. Design coordination.
7. Plan individual designs and coordinate and monitor them.
Bear, Stearns Global Transportation Conference Presentationfinance13
- United Airlines presented at the Bear Stearns Global Transportation Conference on May 9, 2007.
- United discussed its performance agenda to drive margin leadership through a customer-focused strategy, optimizing revenue and controlling costs, revitalizing its workforce, and continuous improvement.
- Metrics showed United had competitive unit revenue and costs compared to peers when adjusting for United-specific accounting items, and its strategy positioned United to continue improving performance and benefiting customers, employees, and investors.
1. This document outlines a framework for managing service programs using outcome-based targets and measures.
2. Key aspects include setting annual, monthly, and weekly targets; measuring performance against those targets; and making adjustments to improve results.
3. Targets and measures are established for both efficiency and effectiveness to ensure accountability for both processes and outcomes.
Plant maintenance in SAP involves various modules and processes. Key modules include equipment master records, functional locations, bills of material, and work centers. There are processes for corrective, preventative, and project maintenance. Corrective maintenance follows a cycle of notification, planning, scheduling, execution, and completion using maintenance orders.
Infosys - Enterprise System Integration Software | White PaperInfosys
"
Enterprise system integration requires a clear understanding of information flow across the enterprise and shop floor for any given software process"
1) Healthcare organizations face challenges around complex application interdependencies and housing protected health information (PHI) in non-production systems.
2) The Informatica solution simplifies, automates, and validates the test data environment through an integrated platform for consistency and scalability.
3) A case study example showed how Informatica helped a leading healthcare payer comply with regulations by creating targeted test data subsets from production, improving quality and performance while protecting sensitive data.
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
This document discusses a 3 phase approach to optimize retail sales operations through modular structures, processes and costs. [Phase 1 focuses on defining and optimizing processes to reduce costs. Phase 2 plans staff capacity by adapting structures and principles. Phase 3 implements optimized workforce planning tools to increase sales readiness while decreasing costs.] The toolbox and process maps coordinate elements across the phases to improve sales and lower financial costs in a sustainable way.
This lecture helps EMS organizations better understand when they have achieved HPEMS. Topics include defining HPEMS, understanding how to build KPI’s, trending, benchmarking and available technologies.
This document provides information about shelter and relocation services. It details the company's 18+ years of experience in industrial consultancy, supplier representation, 3PL, sorting, and reworking. The company offers shelter consulting, engineering project management, and supply chain development/monitoring services. It has locations across North America and Mexico and focuses on leadership through trustworthiness and strategic alliances. The document discusses operational frameworks, key success factors, areas of specialization, and processes for accounting, customs, HR, and administration to provide cost-effective and smooth shelter operations.
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
ShoreTel provides global services including implementation services, professional services, training services, and technical support. The services continuum includes strategic consulting, system design, deployment, integration, user training, and ongoing support. Implementation services guide customers through all phases of a project from initial planning through go-live and follow up support. Training ensures users are enabled with blended learning approaches. Technical support is available globally through multiple support models.
This document provides information about archiving processes and functions for various objects in SAP's Plant Maintenance and Customer Service (PM/CS) module, including equipment, functional locations, serial number histories, measurement documents, and maintenance notifications. For each archiving object, the document outlines application-specific features, customizing options, dependencies, authorization requirements, and logs to view archived objects or monitor the archiving process. The goal of archiving is to optimize system performance by removing old, inactive master data from the database.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
This document describes a process for preventive maintenance. Key steps include maintaining maintenance strategies, entering task lists for equipment, creating maintenance plans, scheduling maintenance plans, processing maintenance orders, confirming orders, issuing goods, receiving goods, verifying invoices, completing orders, and settling orders. The process aims to ensure high availability of assets through planned maintenance to avoid breakdowns and their associated costs.
The document discusses various integration technologies for connecting Aras Innovator to other systems, including flat file integration, AML-lite integration using XSLT, WSDL integration exposing web services, EAI/ESB integration through an enterprise service bus, and IOM API integration using Aras' API. It provides examples of integrating graphic design systems and CAD systems with Aras Innovator. The document also outlines Aras' integration platform capabilities and available integration offerings and support.
The document discusses managing federal agencies during turbulent times using an enterprise architecture approach. It states that federal agencies now need to focus on performance, customers, and high-value services to meet new standards. An enterprise architecture implements an operations concept and strategy tied to the agency's mission through defined releases. Each release provides new capabilities while integrating components to keep the enterprise functioning, with information systems development keeping pace with business changes.
The document provides a toolbar map for Primavera P6 Rev. 8.1 that lists the tool groups, icons, descriptions, and function keys for the various toolbar buttons. It includes tool groups for project management tasks like activities, assignments, risks, and issues as well as groups for editing, layout, printing, display, and standard functions.
This document provides an overview of enterprise architecture including:
1. It defines enterprise architecture as a method for describing the current and future structure and behavior of an organization's processes, information systems, personnel, and units to align with strategic goals.
2. Enterprise architecture develops and maintains a target architecture to guide technology investment and support business goals through communication, management of alignment, and monitoring of new technologies.
3. Having an enterprise architecture provides value through a strategic roadmap, reduced costs, enabled business capabilities, faster delivery, and clear contribution to business success.
4. Common frameworks like TOGAF and Zachman are described at a high level to structure architecture work. Considerations for a SAP
1) CTEEP presented its 1Q09 results and provided an update on the company.
2) Key highlights included improvements to CTEEP's organizational structure to guarantee greater responsiveness in decision making, and the establishment of a new business development department in line with the company's growth strategy.
3) CTEEP's 1Q09 operating revenue was R$4.468 billion, an increase of 11.8% over 1Q08, driven primarily by revenue linked to the uptime of the company's transmission assets.
The document provides information about McKesson Provider Technologies, including its medication safety solutions for both inpatient and ambulatory settings. It discusses the company's focus on broadscale adoption of technology through solutions that integrate with existing IT systems, as well as through a "surround strategy". Examples are given of implementations at Duke University Hospital and Centra Health that achieved rapid deployment through joint accountability between the organizations and McKesson. Customer testimonials from Duke and Presbyterian Health Services emphasize optimizing clinical workflow and focusing on the patient's perspective in defining technology success.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Lessons in Enterprise Architecture and IT Service Management by Charles Betz,...Institut Lean France
IT organizations often struggle to be systems of value for their enterprises. Charles discussed the evolution of his Lean perspective across years via cases from some of the world’s largest IT organizations, and how enterprise architecture, ITIL, and similar approaches are necessary but not sufficient for truly Lean IT.
More lean IT presentations and videos on www.lean-it-summit.com
Utilize Process Improvement Methodologies to Improve Accounting by Tom Sonde ...TSONDE
BPM, Six Sigma, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather then define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Learning Objectives
What are the key attributes of successful projects?
How do you approach a process improvement project?
How do you marry best practices, process and technology?
Uncover Process and System Improvement Opportunities by Tom Sonde CPA Silve...TSONDE
BPM, Six Sigma, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather then define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Learning Objectives
What are the key attributes of successful projects?
How do you approach a process improvement project?
How do you marry best practices, process and technology?
The document summarizes an HR compensation management software called eCompensation. It provides tools to streamline the compensation process including merit-based salary adjustments, bonuses, and shares. It integrates with payroll systems and allows secure, role-based access to compensation data. The software simplifies budget distribution, tracks adjustment histories, and generates reports to facilitate the entire compensation workflow.
Power Distribution Asset Management 2012Ola Odejayi
This two-day training course focuses on excellence in power distribution asset management. The course will provide strategic planning and assessment tools to maximize power distribution performance, improve reliability, and reduce maintenance and operation costs. Practical techniques for asset management of distribution systems will be covered, including maintenance management and programs. Overcoming challenges in distribution service performance will also be addressed, such as planning, design, upgrading, and implementing best practices. The course aims to streamline processes to facilitate sustainability and optimization of distribution systems.
This document discusses a 3 phase approach to optimize retail sales operations through modular structures, processes and costs. [Phase 1 focuses on defining and optimizing processes to reduce costs. Phase 2 plans staff capacity by adapting structures and principles. Phase 3 implements optimized workforce planning tools to increase sales readiness while decreasing costs.] The toolbox and process maps coordinate elements across the phases to improve sales and lower financial costs in a sustainable way.
This lecture helps EMS organizations better understand when they have achieved HPEMS. Topics include defining HPEMS, understanding how to build KPI’s, trending, benchmarking and available technologies.
This document provides information about shelter and relocation services. It details the company's 18+ years of experience in industrial consultancy, supplier representation, 3PL, sorting, and reworking. The company offers shelter consulting, engineering project management, and supply chain development/monitoring services. It has locations across North America and Mexico and focuses on leadership through trustworthiness and strategic alliances. The document discusses operational frameworks, key success factors, areas of specialization, and processes for accounting, customs, HR, and administration to provide cost-effective and smooth shelter operations.
The document discusses Assystem's project management methodology. It summarizes that Assystem brings together clients, teams, partners and suppliers with a common plan and focus to deliver successful projects on time, on budget, and meeting quality standards. It also describes Assystem's expertise in managing large and complex projects in various industries like nuclear waste removal and the ITER fusion reactor project.
ShoreTel provides global services including implementation services, professional services, training services, and technical support. The services continuum includes strategic consulting, system design, deployment, integration, user training, and ongoing support. Implementation services guide customers through all phases of a project from initial planning through go-live and follow up support. Training ensures users are enabled with blended learning approaches. Technical support is available globally through multiple support models.
This document provides information about archiving processes and functions for various objects in SAP's Plant Maintenance and Customer Service (PM/CS) module, including equipment, functional locations, serial number histories, measurement documents, and maintenance notifications. For each archiving object, the document outlines application-specific features, customizing options, dependencies, authorization requirements, and logs to view archived objects or monitor the archiving process. The goal of archiving is to optimize system performance by removing old, inactive master data from the database.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
This document describes a process for preventive maintenance. Key steps include maintaining maintenance strategies, entering task lists for equipment, creating maintenance plans, scheduling maintenance plans, processing maintenance orders, confirming orders, issuing goods, receiving goods, verifying invoices, completing orders, and settling orders. The process aims to ensure high availability of assets through planned maintenance to avoid breakdowns and their associated costs.
The document discusses various integration technologies for connecting Aras Innovator to other systems, including flat file integration, AML-lite integration using XSLT, WSDL integration exposing web services, EAI/ESB integration through an enterprise service bus, and IOM API integration using Aras' API. It provides examples of integrating graphic design systems and CAD systems with Aras Innovator. The document also outlines Aras' integration platform capabilities and available integration offerings and support.
The document discusses managing federal agencies during turbulent times using an enterprise architecture approach. It states that federal agencies now need to focus on performance, customers, and high-value services to meet new standards. An enterprise architecture implements an operations concept and strategy tied to the agency's mission through defined releases. Each release provides new capabilities while integrating components to keep the enterprise functioning, with information systems development keeping pace with business changes.
The document provides a toolbar map for Primavera P6 Rev. 8.1 that lists the tool groups, icons, descriptions, and function keys for the various toolbar buttons. It includes tool groups for project management tasks like activities, assignments, risks, and issues as well as groups for editing, layout, printing, display, and standard functions.
This document provides an overview of enterprise architecture including:
1. It defines enterprise architecture as a method for describing the current and future structure and behavior of an organization's processes, information systems, personnel, and units to align with strategic goals.
2. Enterprise architecture develops and maintains a target architecture to guide technology investment and support business goals through communication, management of alignment, and monitoring of new technologies.
3. Having an enterprise architecture provides value through a strategic roadmap, reduced costs, enabled business capabilities, faster delivery, and clear contribution to business success.
4. Common frameworks like TOGAF and Zachman are described at a high level to structure architecture work. Considerations for a SAP
1) CTEEP presented its 1Q09 results and provided an update on the company.
2) Key highlights included improvements to CTEEP's organizational structure to guarantee greater responsiveness in decision making, and the establishment of a new business development department in line with the company's growth strategy.
3) CTEEP's 1Q09 operating revenue was R$4.468 billion, an increase of 11.8% over 1Q08, driven primarily by revenue linked to the uptime of the company's transmission assets.
The document provides information about McKesson Provider Technologies, including its medication safety solutions for both inpatient and ambulatory settings. It discusses the company's focus on broadscale adoption of technology through solutions that integrate with existing IT systems, as well as through a "surround strategy". Examples are given of implementations at Duke University Hospital and Centra Health that achieved rapid deployment through joint accountability between the organizations and McKesson. Customer testimonials from Duke and Presbyterian Health Services emphasize optimizing clinical workflow and focusing on the patient's perspective in defining technology success.
The document outlines an agenda for implementing a Skyward ERP system, including an overview of Skyward offerings, benefits of a typical implementation project, the proposed scope and methodology for the client's implementation, and the roles of the project team in carrying out key stages of preparation, blue printing, realization, and go-live support.
Lessons in Enterprise Architecture and IT Service Management by Charles Betz,...Institut Lean France
IT organizations often struggle to be systems of value for their enterprises. Charles discussed the evolution of his Lean perspective across years via cases from some of the world’s largest IT organizations, and how enterprise architecture, ITIL, and similar approaches are necessary but not sufficient for truly Lean IT.
More lean IT presentations and videos on www.lean-it-summit.com
Utilize Process Improvement Methodologies to Improve Accounting by Tom Sonde ...TSONDE
BPM, Six Sigma, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather then define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Learning Objectives
What are the key attributes of successful projects?
How do you approach a process improvement project?
How do you marry best practices, process and technology?
Uncover Process and System Improvement Opportunities by Tom Sonde CPA Silve...TSONDE
BPM, Six Sigma, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather then define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Learning Objectives
What are the key attributes of successful projects?
How do you approach a process improvement project?
How do you marry best practices, process and technology?
The document summarizes an HR compensation management software called eCompensation. It provides tools to streamline the compensation process including merit-based salary adjustments, bonuses, and shares. It integrates with payroll systems and allows secure, role-based access to compensation data. The software simplifies budget distribution, tracks adjustment histories, and generates reports to facilitate the entire compensation workflow.
Tafe managers presentation25mar11 by aditi presalesAditi Tarafdar
The document discusses the implementation of SAP systems at TAFE to replace over 100 outdated and fragmented existing systems. Key points:
1) SAP will integrate finance, HR, payroll and student administration systems into one platform to improve services, meet reporting needs and address failures in the current aging systems.
2) SAP implementation will occur in stages between 2008-2015, replacing systems like TIFS, Lattice, CLAMS and introducing new platforms like SALM and TIPA.
3) The changes will impact processes, requiring reformed workflows and a transition to electronic forms. Finance will shift to online procurement and HR/payroll will move to shared service centers.
4
A practice review is a comprehensive evaluation of a medical practice's key processes and operations. It identifies weaknesses and outlines improvement actions. Typical areas reviewed include clinical processes, practice management, information technology, and revenue cycle management. As part of a revenue cycle review, current billing performance, costs, and trends are analyzed. Key metrics like charges, adjustments, payments, and accounts receivable are examined. Benchmarks are used to identify performance gaps and guide desired outcomes.
This report summarizes the preliminary findings of a survey administered to community colleges across Tennessee to assess the impact of standardizing administrative processes through the Business Process Model Project. The survey collected estimates of potential efficiency gains in areas like annual cost savings, workload reduction, quality improvements, and increased processing capacity. On average, respondents estimated annual cost savings of over $200,000 per campus, a reduction of over 16,000 working hours, a 2.7% decrease in errors, and increased capacity across various functions. Financial aid processes showed the greatest potential for cost savings and workload reduction, while human resources/payroll processes resulted in lower estimated hours savings despite cost improvements. Overall, the results provide early evidence that standardizing processes through the B
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
Jennifer Glaude Anthony is a certified Epic Resolute Professional Billing and Claims analyst with over 15 years of experience in healthcare administration and billing. She has extensive experience implementing and optimizing Epic applications including ICD-10 conversion projects. Currently she works as an Application System Analyst for FMOL in Baton Rouge, Louisiana where she maintains Chronicles and supports various Epic billing modules. Previously she was a Resolute Practice Management Analyst for Infirmary Health Systems where she led the 2012 upgrade and multiple ICD-10 builds.
The document describes a Management Information System (MIS) that integrates several core functions of an organization. The MIS includes modules for administrative/HR management, payroll management, inventory/transport management, and financial management. It allows different departments to share information and automates workflows between departments like generating payroll records from attendance data. Xala Technologies offers services to install, implement, train staff on, and support the MIS for organizations.
Management Information System - MIS (Developed by Xala - Ibrahim Rahmani)
It’s a complete business solution particularly designed for non-profit & small to medium sized organizations. It ranges from Human Resource Management to Payroll, Financial Account Management and Inventory.
MinVesta has developed a payroll software called PayGenie to help payroll departments efficiently process payroll. PayGenie is a complete payroll solution that can handle requirements for any industry. It has standard and advanced features including customizable salary components, taxation functionality, and reporting capabilities. PayGenie is highly configurable, user-friendly, and integrates with other HR systems to provide a full payroll management solution.
This webinar presentation summarizes Performance Analytics Corporation's Consolidation Starter Kit (CSK) solution for automating financial consolidation processes. The CSK is a pre-configured solution based on SAP BusinessObjects Planning and Consolidation that provides reports, input schedules, logic, business rules and workflows for multi-currency consolidation. Key features highlighted include reporting, input schedules, currency conversion, carry forward rules, cash flow logic, intercompany eliminations and validation rules. The presentation demonstrates the CSK and its benefits, such as accelerated implementation timelines and reduced costs compared to legacy systems.
This document outlines steps for refreshing an enterprise performance management (EPM) roadmap. It discusses defining EPM and prioritizing initiatives based on business value. The roadmap focuses on connecting people, processes, and technology around key performance areas like customers, costs, and employees. High-value initiatives include upgrading systems, integrating business intelligence, and improving workflows. The goal is to create an interactive EPM system that connects strategic planning to operational reporting and analytics to drive better decision-making.
Enterprise Resource Planning (ERP) systems integrate core business processes like finance and supply chain management into a single system. ERP implementation requires aligning business processes with software best practices. Major benefits are increased productivity, cost reductions, and improved customer service through integrated data access. However, ERP projects face challenges like high costs, resistance to change, and complex multi-year implementations. Success requires executive support, adequate resources, and change management to address process redesign and skills upgrading.
Enterprise Resource Planning (ERP) systems integrate core business processes like finance and supply chain management into a single system. ERP implementation aims to standardize operations, reduce costs, and improve communication. However, ERP projects face challenges like high costs, resistance to change, and limitations of the software. Success requires strong executive support, careful change management, and customizing the system to meet business needs rather than relying solely on out-of-box configurations.
Enterprise Resource Planning (ERP) systems integrate core business processes like finance and supply chain management into a single system. ERP implementation requires aligning business processes with software best practices. Major benefits are increased productivity, cost reductions, and improved customer service through integrated data access. However, ERP projects face challenges like high costs, resistance to change, and complex multi-year implementations. Success requires executive support, adequate resources, and change management throughout the organization.
Enterprise Resource Planning (ERP) systems integrate core business processes like finance and supply chain management into a single system. ERP implementation aims to standardize operations, reduce costs, and improve communication. However, ERP projects face challenges like high costs, resistance to change, and limitations of the software. Success requires strong executive support, careful change management, and customizing the system to meet business needs rather than relying solely on out-of-box configurations.
Matrix Roster Management is about planning and best utilization of workforce and managing the cost of manpower efficiently. It is designed to simplify the process of defining and managing employee duty rosters. It also provides a complete roster plan with the list of employees, their work time and area of work. Moreover, export data field to XML file makes third party payroll integration easy. Matrix Roster Management saves time and cost significantly by placing right people with the right skill at the right job.
Similar to Tips and Pointers for Conducting Process Improvement Projects in HR (20)
Successfully Implementing New HR System SilverRoad Solutions - Tom SondeTom Sonde
One of the selling points of online based HR software is that it’s easier to implement. It’s certainly true for the IT department. The same cannot be said for HR.
The IT department’s role is greatly diminished as they no longer have to worry about procuring hardware or installing and testing new software. The result is minimal IT involvement leaving HR to take a leadership role in the implementation.
Surveys have reported that up to 70% of organizations are unhappy with their new HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation. There’s a lot more to a successful system implementation then simply letting your software vendor configure your new software. There are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for implementing a new system.
What You Will Learn:
• Why online HR System implementations are different
• Why implementations fail, who is to blame and how to avoid them.
• What are the key areas to focus on and how to address them.
• How to marry process with technology and apply best practices
• How to take advantage of delivered system functionality
This presentation will benefit anyone planning a future systems implementation including senior HR management, HR staff and members of project team.
Hr technology systems best practices for successful implementation silver r...Tom Sonde
One of the selling points of online based HR software is that it’s easier to implement. It’s certainly true for the IT department. The same cannot be said for HR.
The IT department’s role is greatly diminished as they no longer have to worry about procuring hardware or installing and testing new software. The result is minimal IT involvement leaving HR to take a leadership role in the implementation.
Surveys have reported that up to 70% of organizations are unhappy with their new HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation. There’s a lot more to a successful system implementation then simply letting your software vendor configure your new software. There are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for implementing a new system.
What You Will Learn:
• Why online HR System implementations are different
• Why implementations fail, who is to blame and how to avoid them.
• What are the key areas to focus on and how to address them.
• How to marry process with technology and apply best practices
• How to take advantage of delivered system functionality
This presentation will benefit anyone planning a future systems implementation including senior HR management, HR staff and members of project team.
Best Practices, Tips and Pointers for Conducting an HR Systems Implementation...Tom Sonde
Surveys have reported that up to 70% of organizations are unhappy with their new HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation. There’s a lot more to a successful system implementation then simply letting your software vendor configure your new software. There are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for implementing a new system.
Why Doesn't Your HR System Work Properly? Tom Sonde - Silver Road Solutions Tom Sonde
Many organizations fail to get the most out of their HR systems. While the system may work its clear there is significant room for improvement. Most blame the software however in many cases the problem is the result of a combination of a flawed implementation and organizational changes that occurred after the implementation.
The reality is the software you already own has functionality that is not being used, is being misused and/or is not appropriately married to your processes. This presentation will discuss why your inefficiencies exist and what can be done to resolve them.
Learning Objectives
• How can you get more from your HR system?
• How can you improve both your system and related processes?
• How do you marry process, technology and best practices?
• What are the key areas to focus on?
Improving HRIS / HRMS - Facts You Should Know - SilverRoad Solutions - Tom SondeTom Sonde
The document discusses improving HRIS/HRMS systems. It notes that up to 90% of organizations are unhappy with their HR systems and identifies four key areas that often contribute to problems: 1) how the system was set up, 2) how well processes were integrated with technology, 3) the type of training provided, and 4) how well best practices were applied to processes. It recommends focusing improvements on quick win processes and notes that costs to improve are low relative to total system costs, with return on investment usually within one year.
HR Best Practices for Conducting Process Improvement ProjectsTom Sonde
BPM, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather than define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Learning Objectives
1. What are the key attributes of successful projects?
2. How do you approach a process improvement project?
3. How do you marry best practices, process and technology?
HR Best Practices for Improving HRMS / HRIS - Tom Sonde - SilverRoad SolutionsTom Sonde
Implementing new technology does not guarantee efficiency. There’s a lot more to a successful system implementation then simply letting your IT department hire a system implementation firm to install your new software.
Surveys have reported that up to 90% of organizations are dissatisfied with their HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation.
Whether you are implementing a traditional HR system, one of the new cloud based systems or an add-on such as an online recruiting solution there are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for conducting a systems implementation.
What You Need to Know Before Implementing a New HR System Tom Sonde SilverR...Tom Sonde
Implementing new technology does not guarantee efficiency. There’s a lot more to a successful system implementation then simply letting your IT department hire a system implementation firm to install your new software.
Surveys have reported that up to 90% of organizations are dissatisfied with their HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation.
Whether you are implementing a traditional HR system, one of the new cloud based systems or an add-on such as an online recruiting solution there are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for conducting a systems implementation.
What You Will Learn:
Why system implementations fail, who is to blame and how to avoid them.
What are the key areas to focus on and how to address them.
How to marry process with technology and apply best practices.
How to take advantage of delivered system functionality
Many organizations fail to get the most out of their Payroll systems. While the system may work its clear there is significant room for improvement. Most blame the software however in many cases the problem is the result of a flawed implementation and organization changes after the implementation.
The reality is the software you already own and have installed has functionality that is not being used, is being misused and/or is not appropriately married to your processes. This presentation will discuss why your inefficiencies exist and what can be done to resolve them.
HRIS Optimization:Methods to Improve your HR System Capabilities Tom Sonde
This document discusses optimizing an HR system by improving processes and unlocking hidden value in the system. It notes common problems like tasks taking too long, data issues, and workarounds. The presentation argues that many system issues are caused by a flawed implementation, and successful implementations address processes, best practices, and technology. It provides steps for analyzing processes like questioning every activity and understanding all inputs and outputs.
Improve HR System Capabilities SilverRoad SolutionsTom Sonde
The document discusses improving HR system capabilities through process improvement methodologies. It notes several common inefficiencies that occur like simple tasks taking too long, too much manual data entry, and information not being easily accessible. It states that many issues stem not from the software itself, but from a flawed implementation. The presentation aims to unlock the hidden value in systems without disruption or high costs by achieving a positive return on investment.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Tips and Pointers for Conducting Process Improvement Projects in HR
1. Tips & Pointers for Conducting Process
Improvement Projects
Tom Sonde
PIHRA 2012 Annual Conference
Tuesday, August 28, 2012
2. Tips & Pointers for Conducting Process
Improvement Projects
Agenda
Introduction
Conducting Process Reviews
What to Look For
Designing the Future State
Other Keys to Success
3. Process Improvement Methodologies
Business Process
Reegineering
Management (BPM)
Six Sigma Process Lean
Improvement
Total Quality Enterprise Process
Management (TQM) Management (EPM)
4. Improvements are can be Achieved Across your
Organization
Human Resoures Processes
Benefits
Payroll Administration
Compensation
Processes
Training
Talent
Management Recruiting
Time & Sucession
Attendence Planning
5. Is this Occurring in your Organization?
Evidence Process Improvements are Needed
Simple tasks take too long to complete
Too much time is spend validating data
Employees constantly complain
Too much paper is being used
Backlogs exist
There is a significant amount of manual keying and
rekeying of data
6. Is this Occurring in your Organization?
Evidence Process Improvements are Needed
Information is not easily accessible
Senior management information requests result in
constant fire drills
System workarounds and renegade processes exist
Excessive use of spreadsheets
External databases / data warehouses supplement the HR
system
Does senior management even realize
how many inefficiencies exist?
7. Tips & Pointers for Conducting Process
Improvement Projects
Agenda
Introduction
Conducting Process Reviews
What to Look For
Designing the Future State
Other Keys to Success
8. Obtain an Understanding of the Underlying Cause of
Process Issues by Conducting Process Reviews
Process Reviews
The key to resolving process issues is to:
9. Obtain an Understanding of the Underlying Cause of
Process Issues by Conducting Process Reviews
Process Reviews
The key to resolving process issues is to:
Address the end-to-end process.
10. Addressing the End-to-End Processes is the
Key to Success
AP and
Disbursement
transactions
Payroll - Salary and Benefits Expenses General Fund
Salary and Quarterly
Benefit Summary Report
Expense (2)
available for
Payroll System
transfer VAC
system Excel Spreadsheets
Risk Management - Life, Health, Dental Expenses are turned into a text RollOver Monthly
file then transferred Report sent to
Report of all Departments Changes are input into the VAC departments
enrollment is sent Spreadsheet VAC System is
return hard copies on Excel Disbursement System (5)
Health Enrollment to departments for is sent to updated
to Risk Spreadsheet
Database with all update/correction Controllers
Management for which calculates
employee health, office
changes chargebacks
life and dental data
Telecommunications - Phone MOD Budget
Expense Report used to
Telephone bills are Total for each Each department Department prepare MQ
received from Nynexl, receives an Any disputes are
department is sends (1)
Nextel, Sprint, Arch itemized list of reported to the
entered on Excel spreadsheets
wireless, and Ameritech charges to their Telecommunication
Spreadsheets. to the Controller net
(3) department s dept. and a credit
One sheet per of any
is granted.
company adjustments
( 1) Report shows MTD and YTD Expenses,
Encumbered-unpaid expenses, $ Free
Fleet Management - Gas and Maintenance
Expenses
Balance, and % Free Balance. This report is
Work Orders are One copy is sent to John Murphy uses used to create MQ.
At month end, Printed report is
generated as work is the department, the report to record (2) Report shows General Funds
work orders are sent to each expenses and transfer
done in Fleet other is used to Departments, account #, recommended
summarized by department and funds between
Management record expense/ budget, current appropriations, YTD
department and Controllers office departments
(4) billing
entered into Excel expenses, and YTD % budget used.
Attachment also includes Outside General
Payroll - Mileage Expense Funds with all categories plus estimated
Department
revenue, YTD revenue received, and YTD
Departments Report is returned Payroll inputs Green Bar Report
completes mileage printed from
% collected. Report generated by
Specials receive blank by 9th of month to mileage, system
and total calculates Specials Database Controllers office and given to John
Account report listing Payroll
department reimbursement. The data from these Murphy (12th Floor room 1243) for
maintains
mileage
reimbursement reports are manually review. The report is reviewed with the
entered into an CFO by the staff and Controller.
Payroll - Medicare Expense Excel spreadsheet, (3) Other daily phone bills are sent through
Medicare Expense Report printed by
Medicare Expense on an AP voucher to be paid
adjustments are department/
from Payroll (4) Fleet Management supports 3
posted after account
Payroll System departments and generates approximately
payroll run
100-150 work orders each month.
Central Supply - Xerox, Postage, and Supplies Expenses (5) This report shows monthly receipts and
Departments Postage, and expenses by departments. Any request for
Manual log of copy Supply Expense adjustments are sent via hardcopy to the
request supplies Postage machine
requests by report sent bi-weekly Controllers office.
via phone/fax and tracks postage by Supply and postage
department (+10%
they are tracked Department expenses per
surcharge)
via VAC system department are entered
into VAC system
11. Conduct Process Reviews to Obtain an Understanding
of the End-to-End Processes
Review the end-to-end process
Understand 80 / 20 Multiple
Data / Paper
Current Processes Rule Departments
Meet with Follow the data Remember the Follow the
Individual and/or paper trail 80/20 rule process from
process owners • Obtain an • Address all department to
• Obtain an understanding of processing department
understanding of the content and procedures • Review the
how day-to-day requirements for especially the process end-to-
activities are each piece of exceptions end both
accomplished data/paper internally and
• Conduct externally
workshops,
benchmarking
and/or surveys
12. Conduct Process Reviews to Obtain an Understanding
of the End-to-End Processes
Review the end-to-end process
Non System System
Inputs / Outputs Be Observant
Data Utilization
Identify all inputs Identify data Pay careful Understand what
and outputs being stored or attention as to all procedures are
• Examples analyzed outside the steps that go accomplished by
include: manually the system into a process the system
keyed data, • Examples • Look for the • More
electronically fed include: unusual one-off importantly
data, reports, spreadsheets, processes identify manual
payroll checks, databases, index processes that the
benefits cards, etc. system should be
statements, etc handling
13. Conduct Process Reviews to Obtain an Understanding
of the End-to-End Processes
Review the end-to-end process
Policies and Current Develop
P Future State
Procedures Requirements Process Maps
Review existing Document Create current Develop a future
policies, current state process state
procedures and requirements maps (if • Develop future
user manuals • Identify what necessary) state process
• Obtain an processes need to • There is no need maps that
understanding of be accomplished, to create a document process
what is what data needs process map for steps and
documented and to be generated, every process – requirements
then compare it etc. the focus should • Document
to what you have be on the future depending on the
observed requirements level of detail
required (Visio,
PowerPoint)
14. Key Steps when Sitting with a Process Owner -
Question Every Activity
Always Ask Why Don’t Assume
End-to-End
Processes
Understand the Need
for all Inputs and
Outputs
15. Key Steps when Sitting with a Process Owner -
Question Every Activity
Always Ask Why
What is the activity trying to accomplish?
End-to-End
Processes
Is it is necessary
Does it add value?
Question why
Always ask and then continue to ask
Why a process or procedure is being
performed?
Why isn’t the system performing it?
Why an output is needed?
16. Key Steps when Sitting with a Process Owner -
Question Every Activity
Don’t Assume
Don’t assume anything
End-to-End
Processes
Ask “dumb” questions
Politely challenge
Validate what you have been told
Compare it to the data or paper trail and/or
documentation
Check with other process owners /
departments
Check with other staff performing the
same or similar tasks
17. Key Steps when Sitting with a Process Owner -
Question Every Activity
Understand the Need for All Inputs and Outputs
Review all inputs and outputs
End-to-End
Processes
Question what the data is needed for
Determine it’s accuracy
Question what users or other departments
do with the data
Ask the user what they would like in the
ideal world
Question if the frequency is appropriate
18. Key Steps when Sitting with a Process Owner -
Question Every Activity
Question Every Activity
End-to-End
Processes Identify the root cause of problems rather than
the symptoms
Question whether the activity is necessary
Question if the frequency is appropriate
Determine if the activity could be
accomplished in another fashion
Always question why a manual process is not
being performed by the system
19. Tips & Pointers for Conducting Process
Improvement Projects
Agenda
Introduction
Conducting Process Reviews
What to Look For
Designing the Future State
Other Keys to Success
20. Improvement Opportunities - What to Look For
Employees should utilize system self-service functionality whenever possible
Self
Employees should take advantage of vendor provided self-service capabilities
Service
Question why every piece of paper in a process is necessary
Paper Wherever possible replace paper with an electronic solution
Fully integrate all systems
Integration Require large volume vendors to provide electronic feeds
Provide electronic feeds to vendors
21. Improvement Opportunities - What to Look For
Obtain a through understanding of the process before developing training
Training Training should incorporate both process and technology
Training should be developed with the process owners skill sets in mind
Anyone that requires access to data should have the appropriate access
Ideally access should be provided electronically rather then on paper
Access to Data
Access to data should be timely
Reports should be developed with the user in mind
Review how process owners are using their reports
Reporting
Identify user needs that are not being met by current reports
Reports for routine activities should include all required data on a single report
22. Improvement Opportunities - What to Look For
User Manuals, Develop user manuals, policies and procedures that cover the entire process
Policies & rather then a “How to use the software” solution
Procedures
Ideally all data should be fed to the system electronically
Data Manually input data should never be keyed more then once
Input Eliminate manual forms by requiring staff to complete electronic forms via the
web or directly into the system using self-service functionality
23. Potential Clues to Lookout for:
Question Every Activity Always Ask Why
Manual forms Errors / mistakes
Multiple reviews and approvals Unreasonably long cycle time
Manual tracking of Multiple data entry points
documentation Manual keying of data
Labor intensive processes Duplicate keying of data
Excessive handoffs Bottlenecks
Duplication of effort Unnecessary procedures
Unnecessary use of paper Unused data or reports
Manual file folders Shadow processes
Huge piles of papers on desks Excel spreadsheets
Excessive need for file cabinets Shadow systems (e.g. data
Routine missed deadlines warehouse)
Non-value added activities Routine Delays
24. Is your HR System Working the way it’s Supposed to?
HR System Not Delivering
Many system issues are not the result of the software.
25. Is your HR System Working the way it’s Supposed to?
HR System Not Delivering
Many system issues are not the result of the software.
They were caused by a flawed implementation.
26. Implementing new technology does not guarantee
efficiency
Teacher
After data is Based on the type Custodial - Plant
completes Principal or Dept. School clerk
entered, Non site-based budget of purchase, Operations
requisition form or Head approves enters data into
requisition will be purchases goes to an requisition is
fills out pre-printed and signs system from Teacher
funneled into the approver initially routed to one of Exceptional After data is Based on the type Custodial - Plant
list for items requisition requisition completes Principal or Dept. School clerk
following the following:(1) Children Division entered, Non site-based budget of purchase, Operations
needed requisition form or Head approves enters data into
requisition will be purchases goes to an requisition is
fills out pre-printed and signs system from
Site-based budget purchases Applied funneled into the approver initially routed to one of Exceptional
list for items requisition requisition
go directly to Finance Technology following the following:(1) Children Division
needed
Career
Purchases from a contract Development Site-based budget purchases Applied
Type A
company or pre-printed list go directly to Finance Technology
Finance Dept. (2) Career
Library Services Purchases from a contract
Purchases not from a contract Type A Development
company or pre-printed list
Type B company or pre-printed list Finance Dept. (2)
regardless of price Chief Academic Library Services
Purchasing Dept/ Officer-Textbooks Purchases not from a contract
Senior buyers Type B company or pre-printed list
Senior buyers
review requisition regardless of price
receives Chief Academic
proof, checks for Teaching &
purchases in Purchasing Dept/ Officer-Textbooks
errors (4) Type 2 Learning Assmt. Senior buyers
"requisition proof" Senior buyers
review requisition
receives
proof, checks for Teaching &
purchases in
errors (4) Type 2 Learning Assmt.
Interscholastic "requisition proof"
Buyer requests Requisition proof
Other purchases
quotes/bids from is generated from
are routed to a Buyer receives
New Technology
vendors (fax, mail, information
buyer - based on buyer's copy Supplemental Interscholastic
or phone) Request entered into Buyer requests Requisition proof
assignment Funds-Budget & Other purchases
for Quotation form system quotes/bids from is generated from
Management (3) are routed to a Buyer receives
If errors Type 1 vendors (fax, mail, information
buyer - based on buyer's copy Supplemental
If no errors found are found or phone) Request entered into
assignment Funds-Budget &
on requisition proof for Quotation form system
Management (3)
If errors Type 1
If no errors found are found
Purchase order is Senior buyers will on requisition proof
generated from the correct errors and
requisition proof another proof is
the next day Brown/yellow copy generated Purchase order is Senior buyers will
Finance Dept. generated from the correct errors and
sent to school Vendor receives
matches invoice to requisition proof another proof is
(brown copy is PO and ships
receiver's report the next day generated
receivers report) order to school Brown/yellow copy
Purchases orders Finance Dept.
Buyer signs and sent to school Vendor receives
printed at Senior buyers matches invoice to
Blue copy sent to dates PO; sends (brown copy is PO and ships
Southside location separate POs (5 receiver's report
Controllers Office to vendor by mail receivers report) order to school
and delivered to copies) Purchases orders
or fax Vendor sends Buyer signs and
Admin Bldg. System generates printed at Senior buyers
invoice to Finance Blue copy sent to dates PO; sends
payment when Southside location separate POs (5
White PO copy Dept. Controllers Office to vendor by mail
both invoice and and delivered to copies)
routed back to or fax Vendor sends
receiver's report Admin Bldg. System generates
original buyer invoice to Finance
are entered into White PO copy payment when
system Dept. both invoice and
Orange copy kept School confirms routed back to
original buyer receiver's report
on file at purchase by
are entered into
purchasing office sending receivers
system
report to Finance Orange copy kept School confirms
Dept. (5) on file at purchase by
purchasing office sending receivers
report to Finance
Dept. (5)
Inefficient New Inefficient
Old Process Technology New Process
27. Why Doesn’t your System Perform as Promised?
Who’s to Blame
1 Project Implementation Team
2 Process Owners
3 Training
4 Consultants
5 Other
28. Successful Implementations Address more then
Technology
Best Practices
Technology
Process
The Foundation of a Successful System Includes Process and Best Practices
29. Best Practices and System Functionality Knowledge
How do you obtain knowledge of Best Practices and
System Functionality?
Best Practices System Functionality
Professional organizations User manuals
Conferences Vendors web site
Other companies Books
Books Consultants
Consultants
30. Tips & Pointers for Conducting Process
Improvement Projects
Agenda
Introduction
Conducting Process Reviews
What to Look For
Designing the Future State
Other Keys to Success
31. Developing a Future State
Payroll Process (High Level View) - Pre Software Interface
Visioning
Budget
Provide Account
Codes as needed
Prepare Supp
Field
Prepare T&L
Time Reports &
Reports
Overtime Reports
Prepare Payroll
Review and Notification Forms
HR
approve to process
adjustments
Review and
Payroll
Review and
correct Supp Time Run final calc and Distribute checks
Create Paysheets correct T&L Update Paysheets
Reports and OT confirm and advices
Reports
Reports
Operations-
Strawman Data Entry
Input Supp Time
Reports & OT Input T&L reports
Reports
Operations- IS
Produce checks,
Run Pay & Time advices & DD file
files into PS for bank, and print
reports
PS Project
Reconcile payroll
• This is an example of a to-be process map.
• Process maps may be prepared using Visio, PowerPoint
Whiteboard or on paper depending on the level of sophistication required.
Your Logo
32. Tips & Pointers for Conducting Process
Improvement Projects
Agenda
Introduction
Conducting Process Reviews
What to Look For
Designing the Future State
Other Keys to Success
33. Key Success Factors
Successful Tips for Delivering Process Improvements
Build cross functional teams that include representation
from all appropriate functional areas
Place process owners in project lead positions
Make the process owner responsible for the budget
34. Understanding Project Dynamics
Communicate
Politics • Communicate positive
results
• Understand the political
• Communicate as
landscape
appropriate – Remember
• Use politics to your
the who, what, where,
advantage
when and why
Change • Communicate regularly
Management
Build Alliances
Quick Wins
• Fix the easy things first • Win over adversaries
• Gain traction • Make IT part of the team
• Get Finance involved
Resources
• Make sure the proper resources are on
the team and that there is an adequate
budget with realistic timelines
35. Executive Sponsorship Plays a Key Role
Support Leadership
Provides funding, Provides direction, advice
appropriate resources and and credibility
opens doors when
necessary
Executive
Sponsorship
Values Stick
Sets the tone, Provides the appropriate
communicates the leverage when necessary
importance of the project
to the organization
Carrot
Provides rewards and
incentives for success
36. It is important to Understand why People are
Resistant to Change
Potential
Threat
37. It is important to Understand why People are
Resistant to Change
Potential
Threat
Fear of the
Unknown
38. It is important to Understand why People are
Resistant to Change
Potential Threat of
Threat Obsolescence
Fear of the
Unknown
39. It is important to Understand why People are
Resistant to Change
Potential Threat of
Threat Obsolescence
Fear of the Loss of
Unknown Kingdom /
Status
40. It is important to Understand why People are
Resistant to Change
Potential Threat of Fear of
Threat Obsolescence Something
New
Fear of the Loss of
Unknown Kingdom /
Status
41. It is important to Understand why People are
Resistant to Change
Potential Threat of Fear of
Threat Obsolescence Something
New
Fear of the Loss of Change May
Unknown Kingdom / Uncover
Status Hidden Issues
42. It is important to Understand why People are
Resistant to Change
Potential Fear of Changes
Threat of May Result
Threat Obsolescence Something
New in Additional
Workload
Fear of the Loss of Change May
Unknown Kingdom / Uncover
Status Hidden Issues
43. Return on Investment - ROI
A Positive ROI is Essential to Obtaining Project Approval
Clearly Articulate Benefits Quantify Savings
The better you can articulate Quantify potential savings in
benefits and real dollar savings order to: Free up resources
the more support you will (e.g. process owners, IT staff)
receive Gain executive buy-in and
obtain funding
ROI
Focus on Savings Justification
Focus on savings, not cost At a minimum on a small project
you want to justify the need for
dedicated resources to focus on
your project
44. Improvements are Easier to Address then Many
Believe
The Time Required For Improvement Varies
Improvements can be accomplished within a day or can
take months
– Quick hits
– Process adjustments / realignment
– Significant changes
Implement quick wins to gain credibility and traction.
45. I Challenge You to Try This!!
You’ll be Amazed at What You Find!
Set aside five to ten hours over the course of a week or two
and see what you can uncover!
46. Free “How to”
Helpful Hints for Improving the
Productivity of HR
Tom Sonde, Principal
(973) 722-9304
tsonde@silverroad.net
SilverRoad.net