april 25, 1990 industrial and operations engineering 481 ...ioe481/ioe481_past_reports/w9008.pdf ·...
TRANSCRIPT
Ambulatory Care NursingAnalysis of Payroll Operations
April 25, 1990Industrial and Operations Engineering 481
Management Systems
,4cIw My
• EDIGLM1lGANCER
MANAGEMENT SYSTEMS
EXECUTIVE SUMMkRY
The objective of this project, was to analyze the AmbulatoryCare Nursing payroll system, with the following goals:
‘To produce a flowchart of the current payroll system
‘To identify areas in the current process that can beimproved
‘To make recommendations for improvement
Our investigation consisted of interviewing on site andsatellite nurse managers, payroll clerks, and relatedhospital and campus personnel; and observing the payrollprocess itself.
The results of our investigation can be seen in the flowcharts, Figures 1 through 5 in the body of the report. Thepayroll process is complex and time consuming. We found thatdue to hospital and campus constraints, the payroll processinvolved procedures that resulted in more opportunities forerrors to occur. Hospital and campus constraints, such asthe payroll deadline and the payroll forms are not changeableunder the scope of our project.
Theteam then consulted the nurse managers The purpose of
these interviews was to gather and record processes andopinions of the nurse managers The team then reviewed theinformation and found that some nurse managers are spendingconsiderable time collecting and entering the payroll timesinto ANSOS, the Automated Nurse Staffing Office System. Ouranalysis showed that a lack of ANSOS terminals combined withthe extremely slow ANSOS operations, “computer illiteracy,”the new nursing contract, and lack of teamwork are majorattributes to this problem. Furthermore, the nurse managersmake several trips to deliver information to the payrollclerk, Connie Kidder. This underutilization of the nursemanagers time may be corrected by a more efficientinformation storage, retrieval, and transmission and/orclerical help.
The scope of the assigned project also includes the satelliteM—Care Centers. The nurse managers at these remote clinicsrecord their nurses’ hours without the aid of ANSOS andeither fax or telephone in their records, using a variety offorms. Common among all nurse managers is a lack ofunderstanding of exactly what information is required byConnie, and when it is due.
We recommend a quality approach for the improvement of thecurrent payroll system. The term quality is defined here asa freedom from defects, or a freedom from inaccurate
•
• $‘MDICAL1 MIlUNCENfER
MANAGEMENT SYSTEMS
timesheet information being submitted to payroll. Thisapproach is typified by our recommendations for improving theaccuracy and timeliness of the current system:
•Standardization of the payroll forms and satellitetimesheets
•Docurnentation for all nurse managers listing standardrequirements and deadlines concerning the payrollprocess
•Delegation of authority to nurse managers and/or theirassistants for “Authorized Signatures”
•Simplifying and automating much of Connie’s manual work
Each of these recommendations address a link where we havefound an information/communication breakdown. If theserecommendations are implemented, we expect the AmbulatoryCare Nursing payroll system to run more effectively at adecrease in costs and an increase in productivity.
tMVEI9Y rs’EDICAL2 MiCHIGAN CENTER
MANAGEMENT SYSTEMS
INTRODUCTION
The Ambulatory Care Nursing Payroll System is currently beinganalyzed by a group of students acting under the direction ofManagement Systems. This project team is made up of MichaelFee, Sherry Hailer, Andrea May, and Irfan Virk.
PROJECT DEFINITION
Purpose: Analyze the payroll system in the ambulatory carenursing unit
Goals: •To produce a flowchart of the current payrollprocess in Ambulatory Care Nursing unit.
L•To identify areas in the current process that canbe improved.
•To make recommendations for improvement.
Background: Continuous problems with timeliness, efficiencyand accuracy of payment process. New nursecontract and ANSOS (the Automated Nurse StaffingOffice System) implemented for scheduling andtracking of nurses’ work times.
INVESTIGATION
The team initiated their project by first meeting with theclient, Joan Robinson, the Director of Ambulatory CareNursing; and the Assistant Director of Ambulatory CareNursing, Candia Laughlin. The result of this meeting was ageneral understanding by the student team members of thecurrent payroll system and associated problems. The teamthen proceeded to write a preliminary project proposal.After several weekly meetings with Candia Laughlin, a finalproject proposal was written and signed by clients and teammembers.
The next stage of the project was to consult the nursemanagers who play a role in the current payroll process. Thepurpose of these interviews was to gather and recordprocesses and opinions of the nurse managers regarding thepayroll. The team then reviewed the information and foundthat the nurse mangers seem to have varied opinions about thepayroll process. Some nurse managers believe that it istheir responsibility to ensure that each nurse in theirrespective department is paid correctly. These nursemanagers who typically have no problems with payroll eitherare very familiar with ANSOS, or they are responsible forsmall departments. For example, one nurse manager, who has
3 MICHIGAI’ L4 CENIER
MANAGEMENT SYSTEMS
no problems with payroll, reported that it takes her 30minutes to complete payroll without any interruptions, andthen she calls in her amendments on Monday morning.
On the contrary, some nurse managers believe that payrollshould be completed by “someone who has a knack for numbers”.Nurse managers with this particular attitude report thatpayroll is too time consuming, very tedious, and in generalit takes away from other nursing responsibilities. Thisburden could be relieved by part—time clerks. At the time ofour observations, however, dissatisfaction was high becauseof the demands based on the new nursing contract. Some ofthe nurse managers were optimistic that the exorbitant amountof time spent on what they considered to be clerical work——the data entry——would be reduced once they became familiarwith the new contract and its effects on the ANSOS symbols.
The new nursing contract is only one factor affecting theamount of time spent on data entry. Two other factors areinadequate computer experience, and ANSOS itself. Some ofthe nurse managers do not have much experience on computers.They are not of the generation that is growing up oncomputers, thus if they have not taken the time to learn howcomputers can be an asset, the have found themselves at aslight disadvantage, not just at the hospital, but in today’sworld, which is highly computerized. ANSOS is notparticularly user—friendly, and if one had to becomeacquainted with computers and the ANSOS system at the sametime, one could expect to spend a great deal of time on dataentry. Another reason for the complexity of the ANSOS systemis that the University of Michigan Hospitals exceed allparameters for computer programs such as ANSOS, which putslimitations on what can be effectively done. Preliminaryanalysis showed that a lack of ANSOS terminals combined withthe extremely slow ANSOS operations are also major attributesto the problem.
Furthermore, the nurse managers make several trips to deliverinformation to the payroll clerk, Connie Kidder. Thisunderutilization of the nurse managers time may be correctedby a more efficient information storage, retrieval, andtransmission and/or clerical help. One major step towardsthis goal would be to install ANSOS equipment in Connie’soffice. This would allow her to print out ANSOS in heroffice, thus saving Nurse manager time because the Nursemanagers would not have to hand-deliver the information.
The scope of the assigned project also includes the satelliteM—Care Centers. The nurse managers at these remote clinicsrecord their nurses hours without the aid of ANSOS and eitherfax or telephone—in their records, using a variety of forms.Common among all nurse managers is a lack of understanding ofexactly what information is required by Connie, and when itis due.
NJE flJj4 MICHIGAN CENTER
MANAGEMENT SYSTEMS
Concurrently, the team also reviewed the process which isfollowed by Connie Kidder, the payroll clerk. Thisinformation was translated into the flow chart, Figures 1 and2, pages 6 and 7. The process, which requires much manualdata calculation and entry, begins on Wednesday (nine daysbefore payroll checks are issued) . Connie first prepares theofficial payroll timesheets of the university, hospital, andvarious grants by reviewing names and the account breakdownfrom which they are paid. (Copies of these timesheets areincluded in Appendix A) On Thursday and Friday, timeinformation is received from the nurse managers as describedabove. Connie then transcribes this information to theprepared timesheets. Since actual hours worked can differfrom information delivered to Connie, the nurse manager mustnotify Connie of these changes by Monday morning. Beforethese timesheets are given to payroll, most nurse managersreturn to Connie’s office to initial the timesheets for theirnurses. Each timesheet also requires authorized signature.Initially, this required either the director or assistantdirector of Ambulatory Care Nursing to sign each timesheet.
The payroll forms for Ambulatory Care Nursing are due Mondayby 11:00 a.m. Between Monday afternoon and Friday, thepayroll process on campus and at the hospital is similar. Atthe hospital, Monday is used primarily for screening commonerrors, rechecking Connie’s work, and posting adjustments.Hospital payroll sends their payroll sheets to Campus payrollby 4:30 Monday afternoon. Campus then sends their owntimesheets for Ambulatory Care Nursing, along with Hospitals’timesheets for Ambulatory Care Nursing to Datacheck inSouthfield. Datacheck proceeds to keypunch the necessarypayroll information, and the batches of keypunchedinformation is returned over the telephone lines by Tuesdayevening.
Hospital and Campus Payroll receive the payroll batches onWednesday morning. Payroll is checked once again for errorsand efforts are made to make sure that everyone will receivea paycheck. Copies of the payroll report are then sent toeach department for verification, and finally the checks aredispatched Thursday, and imprest checks are cut. Hospitalreported that they cut an average of 364 imprest checks amonth, which cost approximately $100 each to process.
Currently, Campus Payroll is working on designing newtimesheet documents so that the payroll can be keypunched inAnn Arbor. In the long run, both Campus and Hospital Payrollhope to cut out the intermediate steps of downloading payrollinformation from ANSOS and keypunching. The goal is to havechecks issued straight from ANSOS.
The payroll system which was documented is, in fact, alreadyobsolete. Throughout the course of the project, there have
MEDICAL5 MICHIGAN 4CENTER
MANAGEMENT SYSTEMS
Present Situation Flow Chart (part 1)
f’Start PayrolProcess
CollectPayroll Forms(4 different
forms)
sheets to prep..-. appointm.nt / Wednesday (Week 1)Phone—in time Connie begins Data about /
(Ch.ls.) tim..h..ts perc.ntag.s /Satellites ANSOS sheetsfax time hand
d.liv.red to Thursday/Friday (Week 1)sheets (5 —
Connieforms)
different[4
-
Connietranscribes Thursday (Week 1) thru Monday (Week 2)hours to (Including Saturday)various
t imesheets
Comoute “TimeOvertime Yes RecodingPatient PayrollCare? Adustment for
new contract
No
4
Memo returned /hours managers to
acknowledge // delivered jf notify Connie
/ Changes ,// Nurse
they occur /of any
LNflY MEDICALMICHIGAN h-ii1 CENTER6MANAGEMENT TEMS
Figure 2. Present Situation Flow Chart (part 2)
Nrs.Managersreturn to Monday (Seek 2)authorize
t ia.sh..ts
JrAest. Director
or Director(Candia/Joan) Monday (Week 2)
sign eachtimesh..t
Delivered to -
Payroll (drop Monday (Week 2) 11:00 A.M.box)
__________________
Jriquests for / Payrollimprest I information
checks as I processed by Monday (Week 2) thru Friday (Week 2)needed / the
jUniversity
‘I,Checks issued Thursday/Friday (Week 2)
Yes ErrorReported by
Employee?
C No
EDIGL7 MICHIG±N4CENUER
EndMANAGEMENT SYSTEMS
been modifications in the payroll process, such as thetransference of signature authority from the director andassistant director of nursing to the head nurses (althoughthe assistant head nurses in some instances are the onesdoing the payroll for some units, they have not been givensignature authority by Joan Robinson, the use of electronicmail by Connie, and the addition of a third server.
According to hospital information services, Connie is in theprocess of getting ANSOS in her office, although it will taketwo to three months to obtain all the hardware. Once she hasANSOS in her office, she will be able to print off the ANSOStimesheets directly in her office, which will save the headnurses and/or assistant head nurses the wait time forprinting and the travel time for delivering. This is themethod that was found to be the most time efficient for theMott/Women’ s/Holden payroll system.
An alternative system that supposedly runs more smoothly thanour clients’ system is the Mott/Women’s/Holden payrollsystem. We were, therefore, asked by our client, CandiaLaughlin, to observe the two clinics (Pediatrics and OB/GYN)in the Mott/Women’s/Holden payroll system to determine thecause of their alleged efficiency over the Ambulatory CareNursing payroll system. One major difference between the twosystems is the Mott/Woen’s/Holden has two payroll clerkslocated in the Clinical Faculty Office Building who haveaccess to ANSOS in their office. They print the ANSOStimesheets there, instead of the nurse managers printing themand bringing them to the clerks. The nurse managers in theclinics work with the payroll clerks as a team to get aquality product (i.e. accurate payroll sheets) into thedropbox by 11 a.m. Monday morning.
The Ambulatory Care nurse managers do not seem to make an as—effective team with Connie. In some instances, there seemsto be a lck of understanding for what Connie does, which inturn, does not allow Connie to have “pride of workmanship,”as per W. Edwards Deming’s twelfth point of continualimprovement. This did not seem to be the case with theMott/Women’ s/Holden payroll system.
Deming’s ninth point is, “Break down barriers between staffareas,” and his fourteenth point is, “Put everybody in thecompany to work to accomplish the transformation.” (Deming,1986, pp. 23-96) Improving the quality and the costeffectiveness of an organization is not just uppermanagement’s job. The improvement of quality and costeffectiveness can be accomplished by teamwork among everyone——the nursing staff, nurse managers, and the payroll clerk.The nurses must work with the payroll clerk to get a qualityproduct out on Monday.
MEDICAL8 CE1\TER
MANAGEMENT SYSTEMS
“Deming, Juran, Crosby, and other quality experts agree thatapproximately 85% of the quality problems and opportunitiesfor improvement relate to changes in the systems andprocesses to produce and deliver the service or product, orworking smarter. Only 15% of the improvement potentialrelates to employees working harder or more diligently.Therefore, the focus for quality improvements should be onimproving systems and processes.” (ICE 481 course pack, p. 9—11) This would be typified by our recommendations forimproving the accuracy and timeliness of the current system:standardization of the payroll forms and satellitetimesheets, simplification and automation of much of Connie’smanual work, and documentation for all nurse managers listingstandard requirements and deadlines concerning the payrollprocess.
RECOMMENDAT IONS
Our first recommendation is to standardize the timesheetswhich are used by the satellite care centers. The version wesubmitted is shown in Appendix B.
In comparison with the Mott/Women’s/Holden payroll, theAmbulatory Care Nursing payroll seems to lack effectivecommunication between nurse managers and the payroll clerk.Therefore, to improve the quality of communication, werecommend that the following guidelines for thestandardization of the payroll process be issued:
•ANSOS data must be accurate by 3:00 P.M. on Thursday.
(Untill Connie Kidder has ANSOS at her desk:•Payroll timesheets from on site locations are due in
Connie Kidder’s office by 3 P.M. on Thursday.)
•Payroll timesheets from satellite locations must befaxed to Connie by 3 P.M. on Thursday.
•Hospital and campus payroll sheets must be checked andsigned by on site nurse managers by 5 P.M. onFriday.
‘Changes in payroll information must be sent byelectronic mail from on site locations to Connie nolater than 8 A.M. Payroll Monday.
‘Changes in payroll information must be phoned in fromsatellite locations to Connie no later than 8 A.M.Payroll Monday.
As discussed in the investigation, the Director or theAssistant Director of Ambulatory Care Nursing are theauthorized signers of the campus and hospital timesheets. We
MEDICAL9 MlH1GAN CENTER
MANAGEMENT SYSTEMS
recommend that the authority be delegated to the actual nursemanager or assistant nurse manager who is entering the datainto ANSOS and knows better who is actually working.therecorded hours.
Lastly we recommend further automation of manual work. Thisincludes the use of electronic mail, or E—mail, by all nursemanagers and payroll clerk, the use of ANSOS by the payrollclerk to print out timesheet information, and also the use ofa fax machine and standard timesheet by all satellites.
By applying these recommendations to the present situationflow chart, Figures 1 and 2, we developed a new flow chart.This is shown as Figures 3 and 4, pages 11 and 12. Alsoincluded is an “optimistic” flow chart, Figure 5,page 13,which is the result of the university developing a systemwhich could down load the timesheet data directly from ANSOSto their check processing computers. This would eliminateall of the transcribing steps and further reduce thepossibility of error as well as allow time data to be enteredafter the period has ended.
If these recommendations and guidelines are implemented, weexpect the Ambulatory Care Nursing payroll system to run moreeffectively. In detail, the amount of re—work will bereduced, the quality will be improved (defects decrease),andthe work environment will be improved. In turn, this willlead to a reduction in costs and an increase in productivity.
LN1VERSY MEDICAL10 CEMER
MANAGEMENT SYSTEMS
Figure 3. Flow Chart Reflecting Recommendations (part 1)
Start PayrollProcess )
Satellitesfaxin
imesheets ona standard
form
By Thursday 3:00 P.M.(Week 1)
Nt ices
N1 MEDICALMICHIGAN CENTER
CollectPayroll Forms(4 different
forms)
I--- IWednesday (Weak 1)
On site nursemanagers
input payrolldata into
ANSOS
Connie printsout ANSOS
t imesheets
‘I,
Thursday After 3:00 P.M.
Thursday (Week 1) thru Monday (Week 2)
Connietranscribeshours topauroll
t imesheets
Nursemanagers
notify Connieof anuchances
// /
MANAGEMENT SYSTEMS
Hligure 4. Flow Chart Reflecting Reccmenaacons part 2)
Nurse Managers?AssistantsAuthorize Friday (W..k 1)
(Sign)Timesheets
‘I,Deliver to
Payroll Monday (Week 2) 11:00 A.M.Dropbox
____________________
1Requests for / Payroll
Imprest / informationChecks as / processed by Monday (week 2) thru Friday (Week 2)needed University.
‘I.Checks issued Thursday/Friday (Week 2)
Yes ErrorReported by
Employee?
No
9’ MEDICAL12 CEMER
MANAGEMENT SYSTEMS
Flaure 5. Optimistic Future Flow Cbart
Qroc:
All nursemanagers
input payroll By Wednesday at 11:00 A.M.data Into
ANSOS
Transmittimeshe.t datafrom ANSOS to Wednesday Afternoon
PayrollComputer
_____________________
‘I,I Re uests for / Payroll
Ymprest / information
Checks as / processed by
/ needed / University.
C” IChecks Issued Thursday/Friday
Yes ErrorReported byEmployee?
No
czNIVERSHY MEDICAL
13 MICHIGAN CEER
MANAGEMENT SYSTEMS
(.cz:
::z
:.:‘
,.:z
zT
HE
UN
IVE
RS
ITY
OF
MIC
HIG
AN
-PA
YR
OL
LO
FF
ICE
61
8A
CC
OU
NT
NO
.2
75
42
4-0
12—
18A
CC
OU
NT
N.A
ME
NA
ME
BI--W
EE
KL
YT
IM
ES
HE
ET
PAY
PE
RIO
DU
MIM
AO
UT
PA
TIE
NT
CL
INIC
FRO
M1-2jg
1-
Lj-C
VJ
TO
_1
)3.r
9O
PAG
E
EA
SE
PAY
HO
UR
S
RE
GU
LA
RR
AT
E
18.9
0
C 0 D E 11
CD 10
9 3 5
EN
TE
RH
OU
RS
INT
HE
SE
CO
LU
MN
ST
ON
EA
RE
ST1/1
0
40
.0
18.9
03
2.0
NEW
BA
SEPA
YI
AD
D’
LD
D’
LH
RS
HI1T
FK
!M.
IRS
.’
MP
LO
Y!1
HO
UR
S?H
RS
TO
BE
TO
SE
PD
.5P
EC
.sc
HzD
.m
s.
IFO
R
3TR
AIG
WN
OT
TO
BEI
PA
IDA
TA
T1
1/2
TO
BE
h•P
AY
RO
Li.
TIM
ES
PA
IDA
Tr
1/2
TIM
)U
3EIM
EH
RP
AID
RE
G.
RA
TE
RE
GR
AT
EIR
EG
.R
AT
ER
AT
EO
NL
Y19
—22
23—
2627-3
039
:AL
/c
18.9
05
2.8
nir
1
(A)
CM)
OR
(5)
ON
CA
LL
HO
UR
S55
—58
I,,
SO
CIA
LS
EC
UR
ITY
NU
MB
ER1—
9
SIG
NA
TU
RE
(4’
,(
5I
18.9
06
6.0
::€
—
:
212.1
66
4.0
:-
--
--l-
-______
—_____
818.2
8j2
5.6
..
S14.0
21
48
.0: .
,.
T:i
oE
71
5.4
21
6.0
Q12
15.6
44
0.0
317.7
34
0.0
618.9
04
6.0
I0
18.9
(1
7.6
116.5
24
5.0
zi.4
L/5
50
18.9
024.0
------—
----
0 8
18.9
01
26.4
18
.90
j8
0.0
*flflI)!
IFS
HIF
TIS
EN
TE
RE
DIN
CO
LU
MN
S3
9-4
6,
YO
UM
UST
EN
TE
RA
,MO
RS
INC
OLU
MN
54.
I—
SI
In-.
IOI!
j4(
5.1
,11
P11,1
10
I,N
I,,I
ISII
SL
OU
u€1•I
I100’
IIt(
00
0IN
GI.U
t,N
11
4I5
16
Pb.
IO
1’C
t
CII
AIIIM
IIII
III.
hAL
rIT
FR
Nt
1I_
ME
DIC
INE
Sy
AC
Ih
OI
Na
me
Job
Cla
ss
Sun
fli
CO
FR
L1
-F
Q‘ji
J.ktF
1.L
92
—1
—9
O5.i
-L
JQ
JJ_
±&
LI
JL
Mon
Toes
We0
Iho,
Fr,
.S
it.
Sin
.M
on.
Tra
pS.
Wed
•JI
4k
L
——
.—
.—
.I..W
IsIlI
Ila.IrsI.
LIII
I..l.’,:.,,-II
IF
.iI
4lb..jlI
YR
O.s
4E
SH
”-
---‘
•-
.—
‘.---
I“I
:‘,z
’t:4::
a
C”
Q3
9Q
EA
CT
i_i
-
.__
AM
OuN
IIC
I’.
!i!i
_.
Sal.
0 E N C
“at.
y”q
7.1
u13./
L?S
Q71
?.1
Da,.’
HE
zE
EE
zH
ElE
E
EE
EE
E...
...
E
z:_czz
E
z m m z
NH
C
t;’v
E N Cq.
5‘z
S4ñ
2’‘/.
5I
I1Ia
D E
‘.
N C E N C
flu
EIN
PA
YR
OL
L1
1A
M.
AF
TE
RC
IO
SFD
,FP
ER
IOD
05—29—88
PAY DATE
TO 06—11-88
06—17—88
RETURN TO PAYROLL OFFICE BY MONDAY NOONFOLLOWING CLOSE OF PAY PERIOD
PAYROLL USE ONLY
REASON:
• CERTIFY THAT THE EFFORT DISTRIBUTION SHOWN ABOVE REASONABLY REFLECTS MYCTUAL EFFORT FOR THE 81-WEEKLY PERIOD COVERED BY THIS TIME REPORT.
IF DISAGREE. SEE INSTRUCTION 6 ON REVERSE SIDE.
MEDICAL.iicnic. CENTERMANAGEMENT SYSTEMS
THE UNIVERSITY OF MICHIGAN— PAYROLL OFFICE
81-WEEKLY TIME REPORT
SOCIAL SECURITY NUMBERNAME (PRINT LAST. FIRST)
SEE REVERSE SIDE FOR INSTRUCTIONS
70007 5
PAY PERIOD
JOBCLASS 30578
DAILY TIME REPORT — ENTER FRACTONAL HOURS IN DECIMAL FORM ON A TENTH OF AN HOUR BASIS
EXCEPTION TIME SUMMARYFIRST SCHEDULED SHIFT OVERTIME HOURS ATWEEK HOURS WORKED NM/S HOURS CODE HOURS CODE
. REG.RATE
SUNDAY — ———— 11/2RATE
MONDAY — — — — — — — — — — — —
— OVERTIME HALF RATETUESDAY — — . — — — — — — — — — — (CODE 17) — —
WEDNESDAY — —. — — — — — — — — —
— ON CALL HOURSTHURSDAY — — • — — — — — — — — — — — —
FRIDAY — — — — — — — — — — — — . —
— SHIFT PREMIUM HOURSSATURDAY — — — — — — — — — — —
— AFTERNOONREG. RATE — —
. EXCEPTION TIME AFTERNOONSECOND SCHEDULED 1½ RATE — — . —
WEEK HOURS WORKED HOURS CODE HOURS CODESHIFT PREMIUM HOURS
. MIDNIGHT/Special Sch
SUNDAY — — — — — — — — — — — —
— REG. RATE — . —
MONDAYMIDNIGHT/Special Sch
—
—— 1VzRATETUESDAY — . —— . ——
WEDNESDAY — — — — — — — — —
— PLACE X” IN BOX IF:
TAKE EXCESS SICK TIMETHURSDAY — — . — — — — — — -— — — — — FROM THE BALANCE OF
MY ACCUMULATEDFRIDAY — — — — — — — — — — — — —
— VACATION TIME.
SATURDAY — — — — — — — — — . — — —
TOTAL ACCOUNTS HOURS DESCRIPTION
64.0 275424 64.0 UMIMA OUTPATIENT CLINIC
PAY PERIODSCHEDULEDHOURS
EXCEPTION CODESSEE REVERSE SIDE
EMPLOYEE SIGNATURE3057-i88
DATE DEPARTMENTAL AUTHORIZATION
Emergent Work Form
MNA Shill Rotation Premium
MNA Weekend Premium
Incentive Pay?Transcriptionist
Medical Legal Fees
On Call Special Adjustment
MNA Mandatory O.T.
Other Ispecity)
Other specify)
MEDICAL CAMPUS DEPARTMENT OF HUMAN RESOURCESUNIVERSITY OF MICHIGAN HOSPITALS
TIME RECORDING/PAYROLL ADJUSTMENT REQUEST
FOR HOSPITAL PAYROLL USE ONLY BY
IMPRESTREQUEST Imprest Check Add to next paycheck DATE
GROSS AMOUNT LI S and V FILE ADJUSTED
FOR HOSPITALS PAYROLL USE ONLY
By DateL tNIVEI NEDICAL
MICHWAN i?- CFNFER
1S-2015742/167 Rev. 6/89 HOSPITAL PAYROLL COPY
NAME
REQUESTORPHONE NUMBER
[ EMPLOYEE INFORMATIONNAME
SUPERVISOR’S SIGNATURE DATE
SOCIAL SECuR’v NUMBER
ACCOUNT NUMBER LOCATION CODE
PAY TYPE LI MONTHLY LI 81-WEEKLY LI TEMPORARY
D TIME RECORDING AMENDMENT-PAY DATE
___________
Please change the time reported for the above employee as follows:
Calendar Date(s)
Time Recorded As
Time Should Be
SOCIAL SECURITY NUMBER
D PAYROLL ADJUSTMENT
Pay Date:
ACCOUNT SUFFIX I EXTENSION TOTALS
Complete this section to report dollar amount adjustments to pay.
(Attach this form to the monthly or bi-weekly timesheet on which the employee is reported).
CIRCUMSTANCE I HOURS AFFECTED X DIFFERENCE PAID = ADJUSTMENT AMT I
——
VA
CA
TIO
NS
ICK
ovE
k’l
’IM
E—
RE
GR
AT
E(1
VE
R11
ME
•-—
I1/2
IAT
I
AU
TI
IOR
IZE
DS
IGN
AT
UR
E:
I)(
‘All
()N
PE
RIO
DE
ND
ING
(MM
/IJD
/YY
):P
AG
EO
F’
NA
MI
SU
NM
ON
TU
EW
E[)
TH
UR
FR
IS
AT
SU
NM
ON
TU
EW
ED
TH
UR
FR
IS
AT
4 m
i!
01 02
03
01
EX
CE
PT
ION
CO
DE
S
05
EX
CU
SE
DT
IME
W/O
PAY
06
UN
EX
CU
SE
DT
IME
W/O
PAY
07H
OL
IDA
Y08
ED
UC
AT
ION
AL
TIM
E
09F
UN
ER
AL
10JU
RY
DU
lY11
MIL
ITA
RY
12S
EA
SO
ND
AY
13IN
CL
EM
EN
TW
EA
TH
ER