copyright 2003 – cedar enterprise solutions, inc. all rights reserved. business process redesign...

Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.

Business Process Redesign & InnovationUniversity of Maryland, University College November 21, 2003

USM Regional PeopleSoft Conference


Introductions

• Presenters:• Cynthia Kelly, Coppin State College• Katharin Brink, Cedar Consulting• Dennis Bortolus, Cedar Consulting

• Participants: please give name, institution, role and interest in Process Innovation.


Objectives for Today

• Self Assessment of Business Process Redesign

• Review Thomas Davenport’s Process Innovation Model as applied to Coppin State

• Review Business Process Change Example in Office of Human Resources Coppin State

• Brainstorm Strategies for Ongoing Innovation Assessment and Adaptation

What is Process Innovation

• Process innovation combines adopting a process view of business functions with the application of new ideas and technology.

• Process innovation depends on the transfer of knowledge and information.

Innovation

Innovation

5Copyright 2003 – Cedar Enterprise Solutions, Inc. All rights reserved.

• Migrating to a new process requires understanding the current one.

• Recognizing problems in an existing process ensures that problems are not repeated in the new process.

• Analyzing current process reveals strategies for new process.

• Promoting individual and organizational learning strategies sustains process innovation.

Keys to Process Innovation


Determine rationale for Determine rationale for changechange

Describe the process Describe the process contextcontext

Understand the current Understand the current processprocess

Explore new ways of doing Explore new ways of doing thingsthings

Redesign processRedesign process

Steps in Innovation Change Process


Business Process Redesign: A Self Assessment

• Design and Development• How was process reviewed and by whom, what policies were

impacted; what criteria used for new design?

• Staffing and Training• What was impact on role reassignment, role definition, job

descriptions, training and professional development opportunities?

• Cross-functional Coordination• How were cross functional decisions made, redundancies

identified and eliminated; communications improved?

• Process and Report Management • How does enhanced reporting inform ongoing process review;

how are measurements used for continuous improvement?


Business Process Redesign: Coppin State Self Assessment

• Design and Development

• Key objective: eliminate time sheets and get personnel requisition on line.

• Created “as is” process flow documents.

• Included all staff members in analysis of each process

• No controlling assumptions affected design process.

• No policy changes required yet.



• Staffing and Training

• No job reassignments were required, though there may need to be in the future.

• All training complete for scheduled roll out groups. New employees trained individually.

• No formal feedback mechanism established - have invited comments through e-mail.

• Benchmarks are qualitative, not quantitative: have all employees following the process and get through PS processes in a timely way.



• Cross-functional Coordination

• Separate training provided for Payroll processes.

• Some training developed as need was identified.

• Not all redundant processes have been eliminated – still working on assuring reliable data.

• Checks and balanced occur in payroll processes, though some processes depend on data entry timing.

• New processes announced via email.

• Web Time Entry not available outside network yet.



• Process and Report Management

• Exception reporting process identifies continuing, repetitive errors and provides information to improve design and training.

• New time history report needs to be reviewed at mid management level.

• No performance metrics have been set.


Business Process Redesign: Outcomes and Benefits

• Time Entry Implementation has been complete to all FT employees ( and some contractual employees) since 7/2003.

• Reduced paper to distribute, collect and manage and file.

• Reduced manual labor.

• Better access from individual workstations.


1. Elimination or decrease in manual processes.

2. Coordination of processes across distances.

3. Change of process sequence; allow parallel processes.

4. Capturing process information to understand process better.

5. Improved analysis of information and decision making

6. Capture and distribute organization information

7. Monitoring process status.

8. Coordination of tasks and processes (cross functional).

9. Elimination of go betweens & multiple authorizations.

Attributes of Innovative Processes


Parallel processing

Virtual linkages

Simultaneous entry and review

Transaction volume

Document management

Priority processing

Transaction type

More web information

Improve IVR service

Increase self-service

Reduce access to files

Multiple sites on campus

Coordination with other departments

Innovation Strategies

Automation Geographic

Process SequenceTracking


Process cycle timesFAQs?Peak processingCustomer profiles

Innovation Strategies

Integration

Coordination of activities

Policy and process alignment

Scheduling and planning

Reduce # of authorizations

Eliminate double handlingCreate purposeful roles

Go Betweens

Information

Management information

Scheduling, staffing, process design

Analysis

KnowledgeKnowledge ManagementStandard operating proceduresRegulation and statutory changes


Innovation Attribute Comparison

Innovation Attributes of Time Entry Process Change

0 1 2 3 4 5 6

Automational

Geographical

Parallel

Tracking

Integrative

Disintermediate

Informational

Analytical

Intellectual

Inn

ova

tio

n A

ttri

bu

tes

Level of Innovation

2 Time Entry Process-After

1 Time Entry Process- Before

N/A

Go Betweens


Focusing Redesign Energy

• Think time line – near term, long-term.

• Think cost – no/low cost, new resources or reallocated resources.

• Think capabilities: knowledge, expertise, experience, staff-power.

• Think priorities: must change, should change, could change.

• Think technology: have it, get it, use it.


Questions and Answers

Thank you for your participation.

copyright 2003 – cedar enterprise solutions, inc. all rights reserved. business process redesign...

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