process mapping

Copyright © 2013 by ScottMadden, Inc. All rights reserved.

Process Mapping—

Improving Organizational

Performance

November 14, 2013

GBAS Business Administrator Institute


Agenda

Introduction to Process Improvement Framework

Analyze

Design

Implement

Applying What We’ve Learned

Breakout Session

Report Out

Wrap-up

1

Agenda and Objectives

Objectives for today’s GBAS Institute

Provide participants a process improvement framework to use in future redesign efforts.

Generate ideas and discussion around potential improvement areas in your respective departments and colleges.

Perform a process walk-through to illustrate how to break down process improvement components and apply them to your day-to-day work.

Introduction to the Process

Improvement Framework


What’s a Process?

A series of actions or steps taken to achieve an end (dictionary.com)

A collection of related, structured activities or tasks that produce a specific service or product (Wikipedia)

We Perform Processes Everyday

For example, what is the process for filling up your gas tank?

What Do We Mean by “Improvement”?

A review, analysis, and assessment of a business process to identify opportunities to:

Better align with business strategy and goals (e.g., university, college, or department initiatives)

Work “smarter” not “harder” to meet increasing business demands

Gain efficiencies and reduce process costs

Improve product and/or service quality

Create a better customer experience

Encourage continuous improvement (there’s always room!)

3

Introduction to Process Improvement

Process Improvement Overview

1. Notice that your car needs gas

2. Locate and drive to a gas station

3. Pull up to an available pump

4. Select a payment method

5. Select a fuel type and grade

6. Pump gas

7. Replace nozzle and gas cap

8. Start your car and leave gas station

Improvements can take on a variety of traits, but the end result should produce

a streamlined, standard set of clear process steps.


A common method used for process redesign is demonstrated in the following 3-step approach.

Analyze

What is the problem?

Design What is the solution?

Implement Solve the problem

4

Common Process Improvement Framework

Process Improvement Overview

Define the problem

Determine the scope

• Delineate where the process begins and ends

• Identify related processes and process owners

Perform current state assessment

• Identify what process metrics are available (e.g., transaction volumes, cycle time, operational costs, etc.)

• Collect and organize data

• Conduct current state process interviews (shadow sessions) and/or facilitate workshop sessions

• Draft current state process maps and review with stakeholders

Define future state design guidelines (i.e., criteria or guiding principles)

Draft “ideal state” process flows (vision of the future)

Identify external considerations (technology, budget, business constraints)

Conduct future state design sessions

Identify potential business impacts

Complete stakeholder review

Define future state performance metrics and service levels (i.e., time between process initiation and completion)

Document design decisions

Identify process requirements (e.g., technology, tools, staffing)

Communicate and manage change

Design and build tools and technology (as required)

Test the process/system and adjust as needed (e.g., pilot, simulation)

Develop and deliver training

Determine transition needs

Document the final process

Develop continuous improvement plan

Common Tools:

Project Plan,

Organization Charts,

Process Inventories, Process Maps

Desired Outcomes:

Baseline data, Improvement opportunities, Validated current state process maps

Common Tools:

Improvement Log, Impact Analysis, Basic Technology Requirements

Desired Outcomes:

Future state process flows, stakeholder buy-in, high-level communication milestones

Common Tools:

Implementation Plan,

Communication/ Training Plan, Procedures and Guidelines, Training Materials

Desired Outcomes:

Improved service, service level agreements, quality metrics and reports, higher automation, less workload

Analyze


It is critical to conduct a thorough analysis of your existing process(es), although this phase is commonly overlooked. Without a firm, understanding of how a process currently works, there is no foundation on which to build an improved process.

It is essential to include key stakeholders and subject matter experts (SMEs) in your analysis to ensure you’ve covered all of your bases.

6

Understanding and Analyzing a Process for Improvement

Analyze

Failure to develop a solid understanding of the current state through data and process analysis will

result in a future state design built on a rocky foundation of assumptions and “best guesses.”

Common Mistakes:

Not clearly understanding the problem or related issues

Believing the process is well understood and well documented

Believing that everyone shares the same view of a process

Not getting enough perspectives or including adequate subject matter expertise

Not documenting and agreeing on the current state

Not developing a standard format to document results

Not assigning a process owner to take accountability for process analysis, improvement, and future maintenance

Analyze

How to Avoid Pitfalls:

Assign a process owner to lead the analysis

Identify relevant stakeholders

Determine which SMEs should be involved at the appropriate juncture

Collaborate and develop a standard template (or use an existing one provided by the University)

Document process flows


We will break down the process improvement framework into simple, manageable steps.

7

The Key to Analyzing a Process

Analyze

Analyze What is the problem?



Step 1

Define the Problem

Step 2

Determine the Scope

Step 3

Collect Information

Step 4

Review and Document

Step 5

Analyze and Validate

Build a data

request

Collect

available

information

Identify

stakeholders

and SMEs

Interview or

conduct

workshops

Document

results

(findings,

improvements,

flows, etc.)

Validate findings

with stakeholders

and SMEs

Finalize

documentation

Identify issues

Determine what

needs to be

solved

Define the

start and

end of the

process


Process improvements are often identified by the individuals who know the process the best. As you complete

your day-to-day work, ask yourself (and your peers) some simple questions:

1. Why am I doing these particular steps?

2. Are there duplicative steps being performed by me and anyone else?

3. Can I eliminate any of my steps?

4. Am I handing off information in the best way possible (e.g., paper versus automated routing?)

5. Who is using the information that I am generating?

6. How are they using it?

7. Can I generate and provide the information in a simpler way?

Identify a process, or set of processes, that would benefit from undergoing further examination.

8

Step 1 – Define the Problem

Analyze

Empower your organization to ask the simple questions that will drive improved results!

Analyze


Once a process or list of processes has been identified for further evaluation, you must clearly define the

process scope.

Select process(es) that will address the key problems defined within your organization (e.g., where is the biggest “bang for the buck”)

Prioritize using level of effort and level of impact to your organization

If possible, use your organization’s strategic goals to help determine which processes should be tackled first.

Clearly define the “start” and “end” of each process or set of processes

For example, if evaluating the HR Onboarding process, define the following parameters:

– Does the process start when the new hire ePAF is initiated?

– Or does it start after the candidate is hired into PeopleSoft?

– What is the trigger to start the process?

– Does the process end once the new hire completes day one?

– Or, does the process end after all paperwork is signed?

– Or, does the process end after the department checklist is complete?

– What is the final step in the process?

9

Step 2 – Determine the Scope

Analyze Analyze

Sta

rt

En

d

What is the

process

trigger?

What is the

process

terminator?


This step begins by building a request and collecting the pertinent data. While the type of data required

depends on the organization and process being examined, a typical data request may include organizational,

operational, and external pieces of information.

10

Step 3 – Collect Information

Analyze

Organizational Information Process and Operational

Information External Information

Organizational charts (high level)

Organizational charts (detailed/functional)

Job descriptions

Employee (FTE) counts (regular, temporary, contract employees)

Performance metrics, KPIs/targets

Process staffing

Volume of transactions

Operational costs

Error, scrap/rework rates

Process technologies and automation (current/planned)

Business rules or policies

Process maps and/or procedures

Training guides or materials

Customer data (volume, markets, segments, etc.)

Data specific to the industry, organization, or process (e.g., product information, market data)

Documentation from other business cases, benchmarking studies or other process design initiatives

Analyze

Department ePAF roles and

responsibilities

HR Core roles and

responsibilities

FTEs performing work

Example for University ePAF Process

PeopleSoft transaction volumes

Process cycle times (e.g., initiation

through recycle)

Recycle rates (errors)

GatorStart / eVerify system

Directives, procedures, and toolkits

Benchmarks (personnel

transaction cycle times

and error rates)


In addition to hard data, a thorough process review should include collecting “anecdotal” information from

individuals that are 1) experts within a certain functional area or perform an integral role in the process, 2) are

recipients of a service provided by the process (e.g., travel authorization), or 3) are a key stakeholder in the

process.

Determine the appropriate interview targets as well as the best venue to collect the information. For example, if

redesigning the pre-award process you may want to speak to:

11

Step 4 – Review and Document

Analyze

Principal Investigator

Department Grants Administrator

Contracts and Grants Specialists

DSP Research Administrator

Transaction Entry Owner (person entering transactional data into system)

One-on-one Interviews Workshops

Pros

Individuals are not influenced by others

Can get “into the weeds”, including detailed process steps

Get an individual perspective

Faster / more efficient

Participants often feed off of each other

Get a comprehensive view of the process

Cons

Takes longer to meet with each person alone

May miss out on group interaction

Get only one perspective (per meeting)

Individuals may be hesitant to speak publicly

Can be difficult to control and stay on task

Process differences can be overlooked

Sessions can be

conducted in an

interview format or

through a workshop

(group) session. You

may choose to

“shadow” the

processors.

Analyze


In preparation for the interview sessions or process workshops, we recommend creating an interview guide to keep the audience on task and to ensure all information is covered.

Develop and ask clear questions that provide answers to your “problem statement,” for example:

How long does it take to create and submit a promotion request?

How long does it take from the time a promotion is announced for the promotion to be effective?

How many approvers are required?

Do thresholds exist that can minimize number of approvals?

How frequently are promotions given? Is this the same policy company wide?

Do specific promotion criteria exist?

Are policies standardized across the organization (department, college, University)?

Understand particular pain points evident in the process

Obtain information on future state improvement opportunities

What ideas do the interviewees have for process improvements?

Document responses and follow up as needed

12

Step 4 – Review and Document (Cont’d)

Analyze Analyze


As you complete your interviews or workshops, document your findings and draft the process maps.

A process map (or process flow, or flowchart) is a graphical representation of a process that:

Identifies all of the steps in a process (the “what”)

Demonstrates the order and logic supporting the steps (the “why and when”)

Depicts roles and responsibilities (the “who”)

Clearly shows handoffs between functions (the “where”)

Demonstrates how technical tools are used in the process (the “how”)

Benefits of process mapping:

Establishes an agreed upon baseline (current state) for process improvements

Increases transparency in the process (e.g., around types and number of handoffs)

Ensures consistency and standardization

Prevents diffusion of responsibility or duplication of efforts

Keys for success:

Organize by functions (swim lanes) that depict what organization is responsible for a process step

Delineate process step owners within the swimlanes, as need (clarity only)

Use diamonds to highlight decision points

Include communication / information sharing methods (email, phone, PDF, hardcopy, etc)

Differentiate systems by color coding (e.g., myUFL, ISIS, NERC)

Clearly define where a process begins and ends

Use notes to add additional clarifying information

13


Analyze Analyze


14


Analyze

UF Pre-Awards Process Current State

De

pt A

dm

in/

SS

C/P

ID

SR

Aw

ard

sS

po

nso

r*

Enter item into

Mail Log and route

to assigned RA

(Sr. Clerk)

Is the

information

complete?

Send NOA PDF to

C&G, PI & Dept

via email

(Sr. Clerk)

Contact Sponsor,

PI, Dept, or SSC

for information

(RA)

Print NOA and

send to approver

(RA)

Funds

Release Part

1

Enter award into

NERDC and

review for

completeness

(RA)

Provide additional

information

Email & Hardcopy

inboxes “triaged”

(Team Lead)

Is the item a

question or for

action?

End

Print hardcopy (if

electronic) and

assign to RA to

work

(Team Lead)

Yes

For Action

Answer email

(Team Lead)

Sign NOA and

return to RA

(Team Lead or

Asst Director)

Note: Information

includes budget,

compliance reviews,

subcontracts,

subprojects, etc.

Merge/Mark NOA

approved in

NERDC

(RA)

Review hardcopy

NOA

(Team Lead or

Asst Director)

DSR

Proposals

Can question

be quickly

answered?

No

Question

Note: Answered emails do not get logged in Mail Log

Receive file

(RA)

Note: Information

could include budget

info, compliance

reviews, etc.

No

Verify PeopleSoft

data complete.

Submit to C&G

(RA)

Forward to Sr.

Clerk to enter into

Mail Log

(Team Lead)

Yes

Approve NOA? Yes

Batch NOA and

send to Sr. Clerk

(RA)

Return to RA to

revise/complete

(RA)

No

Scan supporting

documentation into

IBM Client

(Sr. Clerk or Part-

time staff)

Note: Process shown

for new grants.

However, process

does not change

significantly for

temporary awards

Begin

Analyze

Swim Lanes: depict who is completing activity

Triggers/Terminators: Indicates beginning or end of a process. Will often be: “Start” or “End”

Process Box: The actual process step or task (action). Responsibility for task is based on swim lane location

Off-Page Reference: Used to link process steps on different pages. The linked page contains a corresponding shape to indicate where the process picks up

Connectors: Arrows that link one process step to another. Process continues in the direction of the arrow

Decision: Indicates the point in the process where a decision must be made. Typically have Yes and No exit arrows

Notes: Used to add descriptive detail


Although you will be analyzing along the way, this final step provides an opportunity to critically think about

how to maximize the process potential. It serves as the bridge between current state review and future state

design.

Types of questions to ask yourself when analyzing :

It is essential that the current state findings and recommended improvements be vetted with process owners

and stakeholders. The objectives of this validation step are to:

Ensure consensus on current state results and analysis

Validate process scope – Are changes to scope needed based on information discovered during analysis?

Validate metrics

Understand and agree to recommendations

Prepare the plan for future state design

15

Step 5 – Analyze and Validate

Improvement Opportunities

What obstacles prevent the process

from functioning efficiently?

Are there any opportunities to

automate steps in the current process?

Are there extra steps or excessive handoffs and approvals?

What are the benchmarks or goals

that the process should achieve?

Once sponsor or stakeholders agree to improvement opportunities, proceed with designing your

ideal future state process.

Analyze

Analyze


An example improvement opportunity inventory that resulted from a detailed review of the University’s ePAF

process review is illustrated below.

16

Step 5 – Analyze and Validate (Cont’d)

Analyze Analyze

#Role

Impacted

Process

Impacted*

Process

Improvement

Type

Description of Opportunity

Impact 3-High

2-Med

1-Low

Level of

Effort 3-Low

2-Med

1-High

Total

Priority

Score (high

score =

top

priority)

Process

OwnerAction Steps Required Comments

1 All All Process

Streamline approval process for SSCs: Shared Service Centers

should streamline the approval process for Originator and Level 1,

with SSC staff established as Level 1 approvers so that ePAFs do

not have to go to central HR Level 1 for duplicative review. SSC

staff should receive additional/re-enforced training to ensure ePAFs

are thoroughly and accurately completed before submitting directly

to Level 2 (see training opportunity #11)

3 2 5 HR Core

• Establish transition plan

• Determine additional

training needs for existing

SSC Originators

• Conduct training

• Grant Level 1 approval

authority to existing SSC

Originators

2

Originator,

Level 1, Level

2

Hires Process

GatorStart requirement: Departments should require new hires to

use GatorStart (rather than accept paper). Most departments do

so, however those that hire hundreds of employees at one time

prefer not to because they have to spend too much time monitoring

GatorStart. It is easier for them to have all new hires complete

paperwork together in large room setting. If a report, work list

enhancement, or email is created that would differentiate which

new hires have gone through GatorStart and which are outstanding,

departments would be more amenable to fully convert to GatorStart

(see opportunity #18)

2 3 5 HR Core

• Communicate

requirement to Originators

and Level 1

• Implement opportunity

#18

Departments could still utilize

large room group setting to

help answer new hire questions

as they complete paperwork.

Could have new hires bring

their laptops to complete

GatorStart. If doing so, would

need to have Level 1 submit

approval the day before

scheduled session so that

GatorStart feed updated to

allow access to new hires

3

Originator,

Level 1, Level

2

Job Status Process

Terminations and hires: Departments need to communicate to

Originator when employee leaves their department or is hired so

that Originator can process ePAF. Otherwise, in the case of

terminations, employee continues to get paid. This is not an issue

if the employee's job type has to use time and labor, but is an

issue if employee is not required to use time and labor (e.g., some

graduate assistant students who graduate and continue to get paid

if department does not notify Originator).

Talk to audit to put structure in place for when someone leaves.

Sync up access control piece so that any terminations would

trigger access being cut of to building access, computers, etc.

2 3 5 HR Core

• Develop communication

to educate departments

• Distribute communication

to departments

Does a termination checklist

exist that departments can

use?

This is a

cultural/communication issue

4 All Hires Process

International hires: Centralize processing of international hires.

This is complicated and time consuming for departments and

approvers. It would be significant help in minimizing recycles and

number of approvals if they could send all international hires

through a central office

3 1 4 HR Core

• Conduct business case

to determine feasibility,

cost, ownership, etc.

• Assemble project team

• Implement establishment

of centralized office

Significant process change

Would need to dive deeper to

determine work load and

potential FTEs

Future State Design


The process design component consists of a three-step approach.

18

The Key to Designing a Process

Design

Analyze What is the problem?



Step 1

Define Design Criteria

Step 2

Design Future State

Step 3

Identify Gaps and Determine Impact

Determine design

principles, including

“must haves” to

achieve goals, as

well as possible

constraints

Incorporate process

improvements

identified in current

state

Document automation

opportunities

Document process

flows

Identify gaps between

current state and future

vision (e.g., what changes

must occur)

Determine impact of making

changes (e.g., other

processes, technologies,

staff roles and

responsibilities, training, etc.)


The process owner should establish and obtain consensus on clear guidelines that define the boundaries and

expectations of the improved process. First and foremost, challenge the current state! This is the time to “push

the envelope” and create an ideal vision for the future state process.

Leading practice process redesign criteria includes:

Take into consideration the WHOLE process (start to finish, handoffs and sub-processes)

Streamline to remove process “waste,” for example:

Eliminate steps

Automate steps

Minimize approvals

Reduce handoffs; cross fewest organizational boundaries (swimlanes)

Minimize paper

Establish clear, fast communications

Assign clear accountabilities

Eliminate dependencies on individuals to extent possible (i.e., no single failure point)

Don’t break up processes

Focus on the process, not the people doing the work

Understand external impacts

Business requirements

Benefits or burdens to customers

Constraints and degrees of freedom

Systems, tools and technologies

Budget

19

Step 1 – Define Design Criteria

Design Design


Once design principles are agreed upon, the process owner can proceed with the process redesign efforts. We

recommend the following basic approach:

Conduct process future state design sessions with stakeholders and subject matter experts, leveraging information obtained during initial analysis (i.e., data, interviews, workshops, improvement opportunities, etc.)

Create process maps to understand how work is accomplished and where opportunities for improvement exist

Time-box design sessions and keep participants on track to achieve specific objectives

Don’t overdesign; move to a test or pilot implementation, if it makes sense to do so

Benchmark against process goals

Set process goals (e.g., do you want to reduce errors, reduce cycle time, improve service levels, etc.)

Obtain benchmarks (e.g., how are other departments, colleges, Universities performing this process?)

Refine processes, as needed, to achieve goals

Types of questions to ask yourself when creating the future state improved process:

20

Step 2 – Design Future State

Design Design

Does the improvement solve

the existing problem(s)?

Is it feasible (technically, financially)?

Are there short and long-term

opportunities (“must have” versus “nice

to have”)?

Does it impact, or depend on, other

processes?

Process Redesign


21

Step 2 – Design Future State (Cont’d)

Design

Pre-Awards Process – DSR Awards Future State

De

pt A

dm

in / S

SC

/

PI

Sp

on

so

rD

SR

Aw

ard

s

PeopleSoft

SYSTEM LEGEND

Scan documents

(Sr. Clerk)

Electronic or hard

copy documents?

Receive inputs

from Sponsors,

Proposals,

Departments, or

C&G into inboxes

Document

management system

Includes:

-IRB, financial disclosures, export

controls, etc. (if applicable)

-Commitment form

-Award notification

Start

Hard copy

Centralized

Management System

Open/modify case

and attach

documents

(RA)

Elec.Retrieve case

(RA)

Review award

information

(RA)

Verify PeopleSoft/

budget information

(RA)

Access standard

checklist and

supporting

documents

(RA)

Information

complete/

accurate?

Contact Sponsor,

PI, Dept, or SSC

for information

(RA)

No

Provide additional

information

Enter award

information

(RA)

Yes

Transfer case to

approver to review

and sign-off

(Team Lead/

Assistant Director)

Approve?Transfer case to

C&GYes

Return case to RA

to revise

(Team Lead/

Assistant Director)

No

End

Key Process

Improvements:

• Removed process

steps

• Automated steps

• Removed paper

• Reduced approvals

• Recommended

document

management

system

• Recommended case

management

system

Design


22

Step 2 – Design Future State (Cont’d)

Design

Hiring Process – Part 1 – Standard Hires for Shared Service Centers 1Future State 3/26/2013

Ne

w H

ire

Le

ve

l 2

SS

C

Start Accept job offer

Hiring

Process Part

2 - Int’l Hires

Complete initial

department

requested form(s)

Is new hire a Non-

Resident Alien

(NRA)?

Initiate new hire

ePAF

Receive

GatorStart link

Receive new hire

form(s)

No

Yes

ePAF

SYSTEM LEGEND

GatorStart

International

Tax Navigator

End

Complete

GatorStart new

hire entry

Come to SSC to

complete

documentation

Complete section

2 of I-9

Note: Loyalty oath

and intellectual

property agreement

must be signed and

notarized

Contact new hire

to schedule time to

complete

documentation

required in person

End

Receive ePAF

email notification,

and/or run query to

view open ePAFs

Review ePAF and

use GatorStart

information to

complete ePAF

Approve ePAF?

Note: Review ePAF for completion, and

enter info for I-9, W4, race and ethnicity,

veteran status. If international hire,

review applicable scanned documents

Contact Originator

to receive

additional

information and

update ePAF

Recycle ePAF?

Submit ePAF

approval

Yes

No

No

End

Update and

resubmit ePAF

Yes

Hiring

Process

Part 2 - Int’l

Hires

1Note: Future state process combines

Originator and Level 1 Approver roles

for Shared Services, and assumes

implementation of potential

International Center organization for all

international hires

Key Process

Improvements:

• Improved existing

system functionality

• Reduced approvals

• Reduced

opportunities for

errors

• Improved customer

experience (Gator

Start features)

Design


Identify gaps between your existing current state and your newly designed future state process, such as

technology, organizational, or other processes changes. It is important to understand the qualitative and

quantitative impacts that may result from the transition.

23

Step 3 – Identify Gaps and Determine Impact

Design Design

Technology

• Changes to tools or

technologies (e.g., case

management, AP automation,

etc.)

Stakeholders

• Impact to customers (internal

and external); customer

experience

Organizational

• Organizational changes (e.g.,

roles and responsibilities)

• Policy changes

• Process changes

Financial

• Increase in operational costs

• Reduction in costs

Example Improvement Impacts:

Implementation


All the work that goes into designing a new, improved process can be lost without an effective implementation. It doesn’t matter how great the design is, if it is not rolled out the right way.

When developing the plan, the following elements should be considered:

How/who will the implementation be managed?

Do you have management support?

Is staff available to work the project? If so, what are the possible constraints (e.g., semester beginning or end)?

Are all team members clear on task deadlines? Have critical path items been identified?

Is the project calendar aligned with important activities happening externally?

Are there dependencies on other projects? Are there dependencies on your project?

How will you interface with stakeholders or external process owners (e.g., IT)?

How/who will manage the communications and training process?

25

The Key to Success is Execution!

Implement Implement

Thorough Planning

Successful Implementation

Plan the work and work the plan!


A common mistake is to say “why bother with a plan? Let’s just go do it!” A detailed plan is a project management tool that documents activities, assigns ownership, prioritizes, and tracks timelines to ensure the execution is completed in an effective and timely manner.

26

Project or Implementation Plan

Implement

Recomnendation

Reference ID

(links to original

opportunity list)

# Implementation ActivityLong or short-

term solution1 Priority2 OwnerEstimated

Duration3 Notes

1.0 Enhance GatorStart functionality for ePAFs and require usage for all new hires Short-term High

2, 15, 18, 28 1.1 Meet with key stakeholders to discuss specifications 5 days

1.2 Document business requirements 5 days

1.3 Meet with ES to review business requirements and evaluate feasibility 5 days

1.4 Identiy implementation costs and determine if feasible 5 days

1.5 Document technical requirements 5 days

1.6 Build functionality TBD

1.7 Implement functionality TBD

1.8 Develop training materials 5 days

1.9 Communicate/train users on new functionality 5 days

1.10 Post communication/trainting to HR website (or other appropriate location) 1 day

2.0 Streamline approval process for SSCs Short-term High

1, 11 2.1 Meet with key stakeholders to discuss specifications 5 days

2.2 Meet with Level 1 HR offices to review plan and obtain support 5 days

2.3 Develop implementation and transition plan 10 days

2.4 Review implementation and transition plan with sponsors/stakeholders 5 days

2.5 Finalize implementation and transition plan 5 days

2.6 Review implementation and transition plan with impacted staff 5 days

2.7 Identify priority training needs for staff 5 days

2.8 Develop training materials 10 days

2.9 Conduct training 5 days

2.10 Grant Level 1 approval authority to staff 1 day

3.0 Improve departmental communication for terminations and new hires Short-term High

3 3.1 Identify how many issues typically occur

3.2 Meet with Payroll to discuss issue

3.3 Communicate issue to leadership (Faculty Senate and Dean's Meetings)

4.0 Develop centralized international hires office Long-term Medium

4, 10 4.1 Develop business case to determine feasibility, cost, ownership, etc. 4 weeks

4.2 Review business case with sponsor(s) 1 week

4.3 Finalize business case 2 weeks

4.4 Secure stakeholder approval of business case 1 week

4.5Execute business case/implement new office (select staff, hire staff, train, etc.) TBD

Involves:

-Implementing functionality to periodically send GatorStart link

reminders to new hires

-Enhancing work list to include indication of new hire

GatorStart completion

-Developing GatorStart email bounce notification to Originator

Interim - Track international hire recycled ePAF causes to

work toward reducing recycle rate. Involves:

-Tracking most prevalent errors

-Enhancing/clarifying existing training materials

-Conducting open forum workshops to review prevalent errors

-Distributing training materials and posting to HR website

Implement


Inform Engage Prepare

Well-planned communications and training events must be designed to continuously inform key stakeholders about changes as well as obtain feedback in order to gain buy-in.

A common communications methodology employed at the University embraces a three-phase approach:

27

Communications and Training

Implement G

oa

l

Inform is designed to provide basic information about the project to interested parties and signal that the project is moving forward

Engage is designed to provide an opportunity for stakeholders to participate, voice concerns and influence the outcomes of the project

Prepare is designed to communicate changes between old and new processes and systems to end users and provide any needed training and/or information

Au

die

nc

e High-level University administrators

and College leadership

Faculty representatives

Department leadership / staff

Select University leadership

Faculty representatives

Department leadership / staff

Ad hoc opportunities / audiences

Department staff

Department chairs

Office managers

Ke

y A

cti

vit

ies

Meet with high level leadership

Meet with key influencers

Identify key stakeholder groups

Define key messages

Develop communications for newsletters, forums, etc.

Reengage with high level leadership

Meet with key stakeholders

Meet with process owners

Communicate key messages

Put out communications for newsletters, forums, etc.

Delta sessions

Develop training materials

Refine training

Determine roles requiring training and delivery methods

Deliver training

Implement


It is imperative not to short-change training efforts. Determine who needs to be trained on what topics (e.g., new processes, new

technologies, PeopleSoft, etc.), and plan training accordingly.

28

Communications and Training (Cont’d)

Implement

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Manager 1

Manager 2

Staff 1

Staff 2

HR Staff 1

HR Staff 2

HR Staff 3

Insert

Financial Staff 1

Financial Staff 2

Insert

Insert

Insert

Insert

Insert

Insert

Insert

Insert

Insert

Insert

Insert Training Category

Insert

Audience

General Operations Customer Service Insert Training Category

Department

Staff

Human

Resources

Department

Staff

Fiscal

Department

Staff

Insert

Audience

Audience

Group Staff

Applying What We’ve

Learned


Your Task

Create a current state process, identify improvement opportunities, and document future steps.

Instructions

Stay at your existing table (or combine with a nearby table if you have less than 4 people)

Select a process to assess and improve from the following functions (you may select an alternative process if you’d prefer)

HR

– Terminations

– Leave of Absence

– Onboarding

– Foreign National Processing

Fiscal

– Travel Authorizations

– Expense Reporting

– Pcards

Grants

– Proposal Submissions

– Budget Development

30

Breakout Session Exercise – Task and Instructions



Define the Problem

For example, what are the main issues with the process you’ve selected?

Cycle times (process components and start to finish)

Costs

Performance

Manual versus automated processes

Error rates

Other?

Define the Process Scope

What process are you evaluating?

Are there other sub-processes that may be impacted?

Where does the process begin and end?

Evaluate and Document the Current State

Write the steps down in the process (~10 steps); keep relatively high-level at this stage.

You may do this in a numerical list format, a simple process flow, or however your team can capture the key information.

31

Breakout Session – Exercise Part 1


You will have 10 minutes to

complete this exercise.


After documenting your current state in Exercise Part 1, you are ready to begin designing the ideal future state.

You must identify improvement opportunities.

Review your findings

Develop a list of process improvement opportunities (don’t need to draw out process map)

How would you change the process?

What overall improvements would you recommend?

32

Breakout Session – Exercise Part 2





Select a volunteer from your table to share your process improvement ideas. Only one group will report out to

everyone.

33

Breakout Session – Report Out




We welcome volunteers!

Wrap-Up


Return to your departments and share knowledge gained in this session

Identify potential processes in your areas to further evaluate

Put a plan into place to analyze, design, and implement

Follow-up with GBAS leaders on any initiatives undertaken in your area

Workshop will be planned for 2014 to share lessons learned around a particular process improvement effort

35

So What’s Next?

Wrap-Up


Courtney Jackson

Director

ScottMadden, Inc.

2626 Glenwood Avenue

Suite 480

Raleigh, NC 27608

[email protected]

O: 919-781-4191 M: 919-672-7521

ScottMadden, Inc.

2626 Glenwood Avenue

Suite 480

Raleigh, NC 27608

[email protected]

O: 919-781-4191 M: 202-640-8662

Kevin Hernandez

Senior Associate

Contact Us

36

Appendix: Example Tools


Prior to interviews or review sessions, prepare interview questions that will allow you to take a deeper dive into the

key elements of the current state process. Below is an example set of question:

Interviewees (Define criteria for desired populations)

Employees (e.g., those that submit X expense reports per year)

Approvers (e.g., those that approve X expense reports per year)

T&E auditors (all)

Delegates (e.g., those that create/approve some amount per year)

Finance (payroll or accounts payable representatives, depending on organization)

Travel department (all or some subset)

Process Details

What format do you use to enter expenses? (Excel spreadsheet, software, etc.)

Who do you send your completed report to for approval?

What do they do with it after it’s approved? What do you do?

How do you submit your receipts?

Do you review all receipts before approval?

What do you do with the report once approved?

Are you reimbursed before you are required to pay your credit card bill?

Data and Process Metrics

How long does it typically take from the time you complete your expense report to the time your manager approves, signs, and returns the report to you for processing?

How long does it typically take to receive your expense reimbursement check after submission?

How long does it take, on average, to approve an expense report?

What volume of expense reports are processed annually?

How many expense reports are returned monthly due to data entry errors? For non-compliance with policy?

38

Interview Discussion Guide

Analyze


Visio is the most widely accepted process development tool.

39

Process Development Tools

Analyze

Visio Demonstration 2011.vsd


40

Future State Impact Analysis

Design

Cost/

SavingsSystems Staffing Policy

Business

OperationsOther

Work Arrangments -

Telecommuting

Tax/Legal requirement that employee must

telecommute from state in which BAE has a legal

presence. (Is it BAE Inc. or the legal business

entity?) - tax implications?

For PS and GTS all current telecommuters would

not be eligible (those telecommuting are doing so

b/c they don't live in state...)

- On-site customer reps - how to handle? How to

meet customer needs if can't have on-site in

state? Assignments are typically 2 years (not

short-term)

- Can we complete an IWO for employee to

circumvent issues?

X X X

DeploymentsEmployees will be required to maintain company

sponsored global health care

ES does not require Aetna Global (company

sponsored health care). X

Deployments

Holiday pay will be paid for the actual holiday in

addition to the actual hours worked unless super

ceded by host country law

a) Additional cost associated with paying holiday

pay in addition to hours worked b) Impact to

deployed EE's (not being able to take the day off

when they return)

X X X

(employee

morale)

Process Future State Recommendation

Impact Description

(e.g., if a financial impact - describe the cost

components requiring further analysis)

Impact Categories


41

Supporting Process Detail – Procedures

Implement

Step Who Process Step Detailed Steps

Part 1 – Submitting an Employee Referral

1 Referring Employee, Referred

Candidate

Identify qualified

individual to refer to

BAE for consideration

as potential hire

Apply for BAE Systems

job at

www.baesystems.jobs.

Note employee’s name

in the “Referred by” field

Referring employee identifies potential candidates, discusses available opportunities and reviews the referral process

Referred candidate applies for the recommended job on BAE Systems external careers website, noting the name of the employee in the “referred by” field

Employee visits internal career website and submits an employee referral, including the candidate’s resume

The Resource Center is not involved in this initial phase

Part 2a – Processing Referral Bonuses

2 Recruiter Offer

Generation

Update candidate

status in Hodes iQ to

“Hired”

The second phase of this process immediately follows the “offer generation” process

After the candidate returns the signed offer letter and passes the pre-employment requirements (background and drug screenings), the recruiter updates the candidate’s status to “hired”

Hodes iQ generates a referral report which includes the following: 1) Receiving Employee ID 2) Earnings Code 3) Earnings Amount 4) Project ID 5) Account ID 6) Organization ID

An email is sent to the Resource Center from Hodes iQ containing the referral report

Note: This step is a touch point for OFCCP compliance <Insert screenshot with what the referral report looks like>

3 Recruiter

Additional award?

Additional

award?

Referring employees are entered into quarterly and annual drawings for prizes; however, job referrals may be eligible for an additional referral bonus

Employees eligible for the referral bonus are included on the referral report generated by Hodes iQ

Recruiting Support

Specialist (Tier 2)

YES – employee is eligible for additional award

On the employee’s 360 Degree View, create a new Employee Referral case

Proceed to step 4

process mapping

Documents