redesigning administrative processes to improve processes to improve business efficiency business...
TRANSCRIPT
Redesigning administrative processes to improve business efficiencyLisa Campbell
Administrative AssistantProcess Reviewed: Internment BookingsMay 2012
Continuous Improvement
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Pine Lodge Cemetery Business PracticesProcess to be reviewed Priority
ClassBooking Process MAJOR
- Adult Internment Major P- Adult Internment (Pre-reserved) Minor P- Infant Internment Minor P- Ashes Internment Major P- Reservation Minor PFinancial MAJOR
- Invoice Process Major
*Ashes P*Interment P*Pre-reserved internment P*Reservation P
- CPI increase on fees Moderate P- End of financial year process Moderate P- Itemised invoicing auto generation Moderate PGeneral Administrative MAJOR
- System maintenance / upgrades Major P- Historic records Moderate P- Business Continuity / Disaster Recovery Extreme P- Regulation adherence Major P
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Review Approach• Select the team• Define opportunities and desired outcomes• Study the current situation• Analyse the cause• Develop a theory
PLAN
• Implement the improvementDO
• Standardise the improvement• Future Plans
ACT / ADJUST
• Study the resultsSTUDY
Based on “Deming Circle” or “Shewhart Cycle”
Four-step management method
Each step broken down into individual tasks
Associated tools
PLAN
Step Prompts Potential Tools Comments1. Select the team 1a. Who should be involved? Systems view
LeaderProcess ownerUsers“Fresh eyes”
Trust SecretaryAdmin OfficerBranch Admin Assistant
2. Operationally define the opportunity for improvement
2a. Consult the process owner(s) Operational Definition
Branch ManagerTrust Secretary
• Time efficiency• Better utilisation of resources• Reduction of double handling
information• Eliminate unnecessary
processes• Eliminate potential for errors
3. Study the current situation
3a. What is the current policy, process flow and/or state of relationships?
Top down flow chart Currently writing same information 6 separate times and in 6 various locations. Creating unnecessary hardcopy documents rather than utilising electronic files.
• Cemeteries & Crematoria Act• Policies / guidelines governed by CCAV• Public Records Office Victoria
See next slide
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Receive phone call from funeral director
Hand write details into hardcopy diary
Enter details into electronic outlook
calendar
Select a burial site on the hardcopy
sitemaps and hand write in details
Email Burial Form to outdoor crew
Print Burial Form and put in hardcopy folder
Find Burial Form template, enter in details
and save in TRIM
Hand write details into hard copy register
Enter details into Cemetery Register on
Pathway
Locate Invoice template, enter details
Save invoice into TRIM, send a copy of invoice
to Finance
Place hard copy invoice in folder
Send a copy of invoice to debtor
Original Process
PLAN
Step Prompts Potential Tools Comments3b. Who is the process or relationship serving? Look at systems view
Stakeholders• Funeral Directors• Customers/Community• Staff/Outdoor crew3c. What do they want? Perception Analysis
Community Consultation
• Efficiency• Professionalism• Accurate/accessible information• Best practice / easily understood process
3d. What indicators can we use to measure improvement?
Moments of truth
• Time management• Elimination of errors• Better utilisation of resources• Eliminate double handling of information• No questioning of process – eg. “what does
this mean?”
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PLAN
Step Prompts Potential Tools Comments3e. Compliance with legislative requirements / policy / regulations
Business Continuity
• Privacy Act• Cemeteries & Crematoria Act 2003• Council’s hard copy reduction policy• Customer Service Charter• Equal Opportunity Act• Public Records Office Victoria• Public Records Act
3f. Risk Management Business Continuity
• Inconsistent information• Clear streamlined process eliminates potential
errors• Inaccurate data entry
• Refer to Council’s Information Services Business Continuity & Disaster Recovery policy/procedure
4. Analyse the causes
4a. What are the possible causes of variation and poor performance?
Affinity DiagramFishbone DiagramInterrelationship Diagram
• Roadblocks – people not liking change
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19 various steps just to complete a booking
Time
Entering same data into
8 different locations
Creating unnecessary hardcopy records
Get lost in the process
Took 40 minutes to complete one booking
Human error – too many opportunities for inconsistent
information
Misplaced hardcopy documents
File build-up
Takes too long to sift through to find a document
Reduce the amount of steps
Reduce time
Eliminate multiple data entry points
Automate steps where possible
Better utilise systems and resources
Issues Risks Solution
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PLAN
Step Prompts Potential Tools Comments4b. What is the root underlying cause?
• Multiple data entry points• Fear of making mistakes• Out of date processes which don’t align with
available resources
5. Develop a theory for improvement
5a. Is the level of service appropriate? Benchmarking, Networking, Surveys, Deployment Flowchart
No benchmark equivalent due to too many variables (i.e. Class A or B; 25 years or Perpetual; Council owned and operated or Trust organised)
Refer to process flow chart and question the pro’s and con’s of each step.
5c. What are the potential actions we could take? Consider use of technology
• No longer need to keep manual register• Make better use of existing software and
technology
If I can generate documents in Pathway, documents TRIMed automatically via system integration
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PLAN
Step Prompts Potential Tools Comments5d. What is our action plan to implement improvement?
Gant chartTrainingMarketing / Promoting
• Investigate what can and cannot be changed• What does and doesn’t currently work• Change management• Cease use of the manual register• Organise pathway training for unfamiliar staff• Carry out extensive testing in Test Environment• Cross reference relative legislations for
compliance 5e. How are we going to measure improvements? Efficiency – budget/time
Customer Service – perceptionBuy in - Adherence
• Time to complete booking process• Ease and confidence of process• Accurate records
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Receive phone call from funeral director
Hand write details into hardcopy diary
Enter details into electronic outlook
calendar
Select a burial site on the hardcopy
sitemaps and hand write in details
Email Burial Form to outdoor crew
Print Burial Form and put in hardcopy folder
Find Burial Form template, enter in details
and save in TRIM
Hand write details into hard copy register
Enter details into Cemetery Register on
Pathway
Locate Invoice template, enter details
Save invoice into TRIM, send a copy of invoice
to Finance
Place hard copy invoice in folder
Send a copy of invoice to debtor
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Receive phone call from funeral director
Hand write details into hardcopy diary
Enter details into electronic outlook
calendar
Select a burial site on the hardcopy
sitemaps and hand write in details
Email Burial Form to outdoor crew
Print Burial Form and put in hardcopy folder
Find Burial Form template, enter in details
and save in TRIM
Hand write details into hard copy register
Enter details into Cemetery Register on
Pathway
Locate Invoice template, enter details
Save invoice into TRIM, send a copy of invoice
to Finance
Place hard copy invoice in folder
Send a copy of invoice to debtor
• Multiple functionalities• Integrated with Electronic Document Management
System• Both software's already widely used across
organisation• Used as a register• Centralised Name & Address Register (NAR)• Ability to generate documents• Complies with necessary legislative requirements
and governing bodies (Public Records Office of Victoria
• User friendly• Test environments ©
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DO
Step Prompts Potential Tools Comments6. Implement the improvement
6a. Are we capturing data as we go Check sheetSurvey instrumentSampling
• Implementing new system into Test Environment first. If and when successful, will turn over to live environment.
• Check list in hard copy diary• All documents being
transferred to TRIM successfully
• Document merge fields generated successfully
STUDY
Step Prompts Potential Tools Comments7. Study the results
7a. To what extent did our actions lead to improvement?
Run chartHistogramControl chart
• Significant improvement in the time it takes to complete a booking. Reduced time from approx. 40 mins down to approx. 10 mins
• Reduced length of process• Reduced multiple data entry points• Reduced double handling of information
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Original Process Amount of time to complete ONE standard burial booking
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Improved Process Amount of time to complete ONE standard booking
ACT
Step Prompts Potential Tools Comments8. Standardise the improvement
8a. What documentation is required to capture the memory and support the improvement?
Deployment flowchart
• Policies• Process procedure and flowcharts• Templates
• Records Management
8b. Who needs to be trained and coached to adopt the new process?
• Trust Secretary• Admin Officer
Training performed by Branch Administration Assistant, IT staff and Records Management Staff
9. Establish a future plan
9a. When should the process be reviewed again? E.g. Councillors term of office
Process to be reviewed in 3 months for minor adjustments (if required) and every 12 months thereafter
Process will need to be adjusted as a result of changes to relevant legislations
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Redesigning administrative processes to improve business efficiency©