héctor lópez dr. julia pet-armacost - operational excellence and assessment … · 2014-07-31 ·...
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Admissions File Processing OperationsAdmissions File Processing OperationsPreliminary ReportPreliminary Report
Héctor LópezDr. Julia Pet-Armacost
Operational Excellence & Assessment Support
March 28, 2001
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Purpose of MeetingPurpose of Meeting
Review progressObtain feedback on preliminary recommendations
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Presentation OverviewPresentation Overview
Objectives of the StudyVolume of ApplicationsApplications Process FlowTime StudyProcess AlternativesImaging SystemSummary of Preliminary Recommendations
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Objectives of the StudyObjectives of the Study
Examine admissions file processing operations in order to identify improvements that will
Reduce turnaround time from receipt of completed application to student notice of acceptanceImprove workplace environment
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Key Objectives of AdmissionsKey Objectives of Admissions
Establish and maintain excellent relations with studentsAchieve the goal of no more than 3 weeks turnaround from receipt of applicant materials to the admissions decisionRemain within State compliance with respect to TSRsAchieve an excellent work environment for the admissions file processors
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Process Used in the StudyProcess Used in the Study
Conducted structured interviews with key file managers and admissions staffCollected and analyzed admissions dataDeveloped process flow chart of admissions operationsConducted time study of the admissions operationsAnalyzed facilitiesIdentified opportunities for improvement
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Volume of ApplicationsVolume of Applications
16,748
27,87929,594
32,155
05,000
10,00015,00020,00025,00030,00035,00040,000
No.
of A
pplic
atio
ns
1998 1999 2000 2001
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Volume of Applications by MonthVolume of Applications by Month
0
1000
2000
3000
4000
5000
6000
Num
ber o
f App
licat
ions
1988 0 0 1103 1643 1166 1052 1278 687 1908 3591 3555 765
1999 3221 2790 2733 1954 1191 1266 916 909 1763 2875 4432 3829
2000 3308 3349 3169 1943 1850 1144 725 1011 1758 3081 4315 3941
2001 3936 3024 3067 1670 1471 850 486 742 1872 4156 6277 4605
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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SimplifiedSimplifiedFlowchartFlowchart
$
Yes
=========
==
==USA
MailFrontDesk
Bank On-Line
Mail Room
Bates
Coding
Built
Key in
Review Enough
No DecisionFile
GPAHS orLower
Counselor
Key inDecision Upper
TSR Wall File
No
No
No
Yes
Yes
Yes
IncomingQC
QA
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Application Processing Time Application Processing Time
75.8675.8632.8332.8312.6612.66TotalTotal12.7712.774.264.260.580.58ResidencyResidency29.8329.8311.7711.773.233.23TSRTSR3.523.521.301.300.700.70Key In DecKey In Dec4.954.952.702.701.481.48GPA CalcGPA Calc0.880.880.510.510.220.22Review Review 7.637.633.493.491.701.70Key In AppKey In App4.824.823.583.582.642.64TranscriptTranscript3.273.271.671.670.470.47BuiltBuilt3.673.671.341.340.550.55CodingCoding1.121.120.640.640.320.32BatesBates0.580.580.390.390.220.22On Line AppOn Line App2.822.820.800.800.550.55Mail RoomMail RoomMaxMaxMeanMeanMinMinOperationOperation
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Application Processing TimeApplication Processing Time
1.700.70 0.58
3.230.55 0.47 0.220.55 0.320.22 1.48
2.64
4.263.582.700.511.67
3.49
11.77
0.80 0.390.64 1.34 1.30
3.27
7.63
3.52
12.77
3.672.82
29.83
0.581.12 0.88
4.95 4.82
0
5
10
15
20
25
30M
ail R
m.
On
Line
Bat
es
Cod
ing
Bui
lt
Key
In
Rev
iew
GPA
Key
In D
ec
Tran
scrip
t
Res
iden
cy
TSR
Min
utes
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Application Processing Time Application Processing Time –– AverageAverage
0.8 1.19 1.833.17 4.84
8.42
11.9112.42
15.1216.42
20.68
32.45
0.391.67
3.58 3.49
0.512.7
1.3
4.26
11.77
1.340.640.8
0
5
10
15
20
25
30
35M
ail R
oom
On
Line
Bat
es
Cod
ing
Bui
lt
Tran
scrip
tSo
rt
Key
In A
pp
Rev
iew
GPA
Key
In D
ec
Res
iden
cy
TSR
M i
n u
t e s
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No. of ProcessorsNo. of Processorsin Contact with Applicationin Contact with Application
63Bates/Coding/Built
71File Manager
81Review
9, 101, 2GPA Calculation
10, 111Counselor
11,121TSR
12,131Residency Mgr.
31On Line
22Mail Room
No. of People-Cumulative
No. of PeopleOperation
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Application Cycle Time Application Cycle Time --TheoreticalTheoretical
1
2
5
7
1 1
3
2
0
1
2
3
4
5
6
7
8
Mail Room - Bates Bates - App Key In App Key In - DecFile
Dec File - Dec KeyIn
D a
y s
Cumm Step
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Application Cycle Time Application Cycle Time –– SampleSampleMinMin--MeanMean--MaxMax
1 31
36.9
140
1 11.2
8.615
18
0
20
40
60
80
100
120
140
160
Mail Room -Bates
Bates - Key In Key In - Dec File Dec File- DecKey In
D a
y s
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Application Cycle Time Application Cycle Time -- AdjustedAdjusted
1 11
8.6
1
5
18
13
1.2
6.7
13
02468
101214161820
Mail Room -Bates
Bates - KeyIn
Key In - DecFile
Dec File -Dec Key In
D a
y s
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Summary of Current Processing Summary of Current Processing System System
Processing Time: 13 Processing Time: 13 –– 76 minutes76 minutesCycle Time ok App: 7Cycle Time ok App: 7--18 days18 daysCycle Time non ok App: > I month Cycle Time non ok App: > I month Number of Step: 12 stepsNumber of Step: 12 stepsNumber of Processors: 12 Number of Processors: 12 –– 13 people13 people
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Key In App Processing ObservationsKey In App Processing Observations
To t a l A v g Time To t a l Time To t a l A vg Time To t a l Time
P ro c e s s o r A p p A p p A p p C all C a ll C a ll
1 1 6 4 . 1 4 6 6 . 2 4 2 . 8 1 1 1 . 2
2 2 7 2 . 8 8 7 7 . 6 3 1 1 2 . 8 6 3 1 . 4
3 1 5 3 . 9 3 5 8 . 8 8 5 4 . 1 2 2 0 . 6
To t a l 5 8 2 0 2 . 7 1 2 0 6 3 . 2Time in Minutes
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Key In App Processing TimeKey In App Processing TimeWith Phone CallsWith Phone Calls
7.63
5.87
2.20
4.14
2.87
5.03
1.70
3.93
1.97
0
1
2
3
4
5
6
7
8
9
Min Mean Max
M i n
u t
e s
Processor 1 Processor 2 Processor3
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Key In Time by type of ApplicationKey In Time by type of Application
1.70 1.902.43
3.003.53
4.034.73
6.20
7.63
0.001.002.003.004.005.006.007.008.009.00
On Line Prospect Paper
Min
utes
Min Mean Max
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Impact of Phone Calls Impact of Phone Calls –– ProcessorProcessor 11
1.40
2.20
4.744.14
6.705.87
0
1
2
3
4
5
6
7
8
Phone Call No Phone call
M i n
u t
e s
1 Min 1 Mean 1 Max
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Impact of Phone Calls Impact of Phone Calls –– Processor 2Processor 2
2.132.47
1.70
2.87
2.95
5.03
0
1
2
3
4
5
6
Phone Calls No Phone Calls
M i
n u
t e
s
Min Mean Max
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Impact of Phone Calls Impact of Phone Calls –– Processor 3Processor 3
1.47
2.68
1.97
3.93
4.90
7.63
0123456789
Phone Calls No Phone Calls
M i
n u
t e
s
Min Mean Max
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Key In Course Work Key In Course Work -- TSRTSR
11.77
29.83
3.230
5
10
15
20
25
30
35
Min Mean Max
Min
utes
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Processing vs. Phone Call TimeProcessing vs. Phone Call Time-- TSRTSR
19.480.6% of Total Time
28.3117.7Time (minutes)
1110Frequency
CallsApp
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Advantages of Splitting ProcessingAdvantages of Splitting Processingand Customer Service Functionsand Customer Service Functions
Increase Processing Time Resources: Increase Processing Time Resources: From 76% to 100% of File Manager Time From 76% to 100% of File Manager Time (5.7 to 7.5 hours)(5.7 to 7.5 hours)
Reduce Probability of ErrorsReduce Probability of Errors
Increase Response Time To Students Increase Response Time To Students
Increase Efficiency of OperationIncrease Efficiency of Operation
Make Work EasierMake Work Easier
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On Line ApplicationsOn Line Applications
3,2163,216
Applications Missing Applications Missing Fee or Signature Page Fee or Signature Page @ 40% of On Line App @ 40% of On Line App
8,0398,039OnOn--Line App @ 25% of Line App @ 25% of TotalTotal
32,15532,155Total 2001 VolumeTotal 2001 Volume
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OnOn--Line Applications: Letter vs. ELine Applications: Letter vs. E--MailMail
Advantages:Immediate Feedback to Student
Potential Reduction in Response Time from Student
Less Paperwork
Approximately 18 Hours Time Saving
Make Work Easier
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GPA Calculation Data Entry:GPA Calculation Data Entry:Process AlternativeProcess Alternative
1.942.54Time/App
530 hrs694 hrs.Total Time*
1.940.71Data Entry
-1.83Pink Sheet
AlternateMethod Time/App
Current Method Time/App
Activity
* Based on 50% of total applications
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GPA Calculation ProcessGPA Calculation ProcessAlternative: AdvantagesAlternative: Advantages
Potential Time Saving of App. 164 Hours
Equivalent to 32.8 days (OPS @ 5hrs/day)
Less Paper Work/Documents
Process is Simplified
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GPA Calculation – Additional Observations
MaxMeanMin
2.581.710.37
Without Pink SheetSecond Sample
2.371.941.58Without Pink SheetFirst Sample
4.952.541.48With Pink Sheet
Time Unit: minutes
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GPA Calculation – Quality Aspect
# of Applications: 38
# of Applications with Error: 7 (18%)
# of Errors: 10 in 1,482 key entries (0.67%)
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Coding Processing TimeCoding Processing Time
2662.366,753Incomplete
(21%)
2200.5225,402Complete
(79%)
Total Time(hours)
Unit Time (minutes)Total AppInfo. in App
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Imaging SystemImaging SystemProposed WorkflowAdvantages vs. Current SystemProcess SimulationCost Estimate
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Proposed System Flow - Mailroom
HardcopyApplictions &
SupportingDocuments
On-LineApplications &
Transcripts
Classification Scanning Indexing
Physical Record
Processor
File Cabinet
Fee PaymentReceived?
Workflow Controller
Yes
Hold QueueFee Payment
No
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Proposed System Flow - Processing
Key-InPeopleSoft
EnoughInformation?
GPACalculation
Reviewby
CounselorTSR
Workflow Controller
Hold QueueInformation
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Imaging System vs. Current SystemImaging System vs. Current System
66--771010--1212Process StepsProcess Steps
33--44(Mailroom)(Mailroom)1212--13 13 # of People in # of People in
Contact w/AppContact w/App
22--3 days3 days77--8 days8 daysCycle TimeCycle Time
ImagingImagingCurrentCurrentElementElement
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Imaging System vs. Current SystemImaging System vs. Current System
Less Expensive Less Expensive FoldersFolders
32,000 Pre32,000 Pre--Printed Printed FoldersFoldersOffice Supplies CostOffice Supplies Cost
11--2; Space Saving2; Space Saving55--6 Places6 PlacesFilesFiles
Immediate; Immediate; Documents “OnDocuments “On--
Line”Line”
Could Requires Could Requires Physical RecordPhysical Record
Response to Response to CustomerCustomer
Imaging SystemImaging SystemCurrentCurrentElementElement
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Imaging - Process Simulation
Volume (daily)Applications: 350Phone Calls: 115
ArrivalApplications:1:00pm
Phone Calls: Any Time between 8-5 (According to a Statistical Distribution)
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Simulation Assumptions
Hard-Copy vs. On-Line: 75% - 25%Complete vs. Incomplete Apps.: 80% - 20%FTIC’s vs. Transfer Applications: 72% - 28%No Bates OperationNo Coding OperationNo Printing/Scanning of On-Line ApplicationsDedicated Resources for Customer Service
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Imaging - Simulation Results:Phone Calls
2 Resources 4 ResourcesWaiting Time Min 0 0
Avg 2.87 0.09Max 27 6.97
Utilization Min 48% 17%Avg 53% 26%Max 61% 37%
Time in minutes.Utilization based on 7.5 hrs/day.
Scenario
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Imaging - Impact on ResourcesOperation Current Imaging
Mail Room 2 4On-Line App 1 1Residency 1 1Bates 1 0Trasncript Processing 4 0Coding 1 0Built 1 1File Mgr's 9 7Customer Service 0 2Review 1 1GPA 2 2TSR 6 6Total 29 25
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Imaging System Cost EstimateImaging System Cost Estimate
Cost Element ViewStar Other
Software (License Fee, Support, Service, Upgrading) $600,000 $800,000
HardwareMonitors 21" (46 @ $1,000) $46,000 $46,000Scanners (4 units @ $10,000 including softw are) $40,000 $40,000RAM Memory (15 @ $400) Upgrade to 128 $6,000 $6,000Storage Space (5 Drives @ $20,000) $100,000 $100,000Sub Total Hardw are $192,000 $192,000
ImplementationConsulting (@$200/hour) $288,000 $576,000Training $10,000 $20,000Sub Total Implementation $298,000 $596,000
Production vs Development and Additional Equipment/Software 0
Total Estimated Cost $1,090,000 $1,588,000
Staff Requirement (UCF) 1 Full Time 2 Full TimeTime Frame (minimum) 1 Year 1-2 years
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Summary of PreliminarySummary of PreliminaryRecommendationsRecommendations
Alternate Floor Space LayoutAlternate Floor Space Layout
File Manager vs. Customer Service FunctionFile Manager vs. Customer Service Function
GPA: Consider Elimination of Pink SheetGPA: Consider Elimination of Pink Sheet
OnOn--Line Applications: ELine Applications: E--mail vs. Hard Copy Lettermail vs. Hard Copy Letter
Consider ModifyConsider Modify PeopleSoftPeopleSoft Panels Sequence in light of Panels Sequence in light of Application sequence Application sequence
Security: Consider an Access Control SystemSecurity: Consider an Access Control System
Security: Establish a procedure to ensure workstations are Security: Establish a procedure to ensure workstations are locked if not in uselocked if not in use. .
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Summary of Preliminary Summary of Preliminary RecommendationsRecommendations
Performance Measurement: Customer Satisfaction, Performance Measurement: Customer Satisfaction, Application Cycle Time, etc.Application Cycle Time, etc.Data Collection: Cycle Time, Errors, Missing Information Data Collection: Cycle Time, Errors, Missing Information (Application(Application)Incomplete Applications: Establish some program leading Incomplete Applications: Establish some program leading to minimize # of incomplete applicationsto minimize # of incomplete applicationsConsider the Implementation of an Imaging SystemConsider the Implementation of an Imaging System