Electronic Timekeeping

25 Pages·2016·1.03 MB·English

Electronic Timekeeping
Team Lead Lisa Goetz
Team Members
Lisa Goetz Matt Rigg Linda Schild
Phil Sheehy Eric McArtor Tom Haddock
Joe Hamelin Karen Cheser
Process Owner Lisa Goetz
Champion Lisa Goetz
 Business Case Statement
Team Charter
 Boone County Schools have the opportunity to
create an efficient, paperless time keeping system.
The current process consumes $350,000 in time
Electronic Timekeeping and materials and the current cycle closing takes a
minimum of five days.
Milestones  Problem Statement
Define 03/10/2016
 The current process is labor intensive. For example,
in payroll, five payroll bookkeepers and the payroll
administrator spend a minimum of five days
Measure 05/01/2016
preparing payroll for 3,600 employees.
 The bookkeepers review an average of 1,700
timesheets and 3,000 absence cards every pay
Analyze 05/31/2016
period.
 Correction of timesheets, budget coding, re-
Improve 06/06/2016 classifications and/or verifications can take up to
three days per bookkeeper per pay period.
 Goal Statement
Control 07/01/2017
 We expect an accuracy rate of payroll data at 99%
for all employees.
 Reduce the payroll processing cycle time from five
Team Members: days to three days.
Process Owner: Lisa Goetz  Reduce labor hours devoted to the payroll process
from 160 hours to 100 hours for payroll
Team Leader: Lisa Goetz
bookkeepers.
Team Members: Lisa Goetz, Matt Rigg,  Reduce the financial secretary’s time spent
Linda Schild, Phil Sheehy, Eric McArtor, managing the payroll process from 20 hours per
Tom Haddock, Joe Hamelin, Karen pay period to 10 hours per pay period.
Cheser  Use current staffing levels to absorb workload
associated with addition of new schools and staff.
© 2009 APQC. ALL RIGHTS RESERVED. 2
Electronic Timekeeping
S I P O C
Suppliers Inputs Outputs Customer
• Employees • Timesheets • Time • Employees
• Supervisors • Budget coding reports
• Employee data • Pay
checks
High Level Process
Employee enters Campus User Supervisor Payroll processes Verification of Payroll issues
time according to reviews time daily approves time at time taxes, benefits, checks
Start approved schedule end of pay period dues, accruals and End
other withholdings
© 2009 APQC. ALL RIGHTS RESERVED. 3
Define Voice of the Customer and Voice
of the Organization
Voice of Customer
Insert graph or other info about
customer data collection (monitoring
•Employees want to be paid
plan to make sure process is running
accurately and on time
on time
Voice of the Organization
•Labor hours associated with the
payroll process
•Compliance with laws and
regulations
•Employer wants to pay
accurately and on time
© 2009 APQC. ALL RIGHTS RESERVED. 4
Measure - Data Collection
• Payroll department conducted site visits to review
processes and discuss potential move to electronic
timekeeping
• Financial and budget analysis to determine
feasibility of electronic timekeeping
• Conducted an investigation of electronic
timekeeping systems through a Request For
Proposal (RFP)
• Visited a similar school district who is currently
utilizing an electronic timekeeping system to
determine best practices and challenges
© 2009 APQC. ALL RIGHTS RESERVED. 5
Measure – Key Performance Indicators
KPI – Outcomes & Outputs
Employee perspective
– Accurate and timely pay KPI – Inputs & Process
for all employees Metrics
Organizational perspective - Timeliness of data
– Labor hours associated - Quality of data input
with payroll process including budget coding
- Error rate - Campus users daily
- Audit findings and review of time and
notifications of non- authorization
compliance from
regulatory organizations
© 2009 APQC. ALL RIGHTS RESERVED. 6
Measure - COPQ
Boone County Schools have the opportunity to create an efficient, paperless time
keeping system. The current process consumes $350,000 in time and materials and the
current payroll cycle closing takes a minimum of five days.
Boone County Schools employs:
• Three full-time payroll bookkeepers who pay nearly 3,000 employees and substitutes every two
weeks
• Two full-time bookkeepers who spend 35% of their time processing payroll for nearly 500
employees, while also fulfilling other duties unrelated to payroll for 65% of their time
• One full-time Payroll Administrator overseeing the payroll process and all five bookkeepers
The value of time spent working on paper processes is approximately:
• $75,000 for bookkeepers and payroll administrator
• $15,000 for Principal time at each school in the district
• $210,000 for Financial Secretaries time calculated ($35,000 average salary x 25% of their time x
24 schools)
The value of annualized hard costs is approximately:
• $30,000 for paper costs
• $20,000 for ink/printing costs
Total Estimated Cost savings by utilizing an electronic process:
• $350,000
© 2009 APQC. ALL RIGHTS RESERVED. 7
Visuals of One Two-Week Certified Payroll Cycle
Certified Absence Cards for the first two
weeks of school. One payroll
bookkeeper spends a minimum of two
days processing these absence cards after
each school’s financial secretary has
taken hours each week gathering them –
these cards will be eliminated with the
electronic process
Certified Sub Cards first two
weeks of school – these cards,
along with sub funding request
forms, are processed by one
payroll bookkeeper over a
minimum of three days. Financial
Secretaries take days to gather
these cards and forms. The
electronic process will eliminate
these cards.
© 2009 APQC. ALL RIGHTS RESERVED. 8 Dec-16
Visuals of One Two Week Classified Payroll Cycle
This is a picture of all classified
time sheets and absence cards
from the first two weeks of
school. These take one
bookkeeper four days to process
after financial secretaries spend
days gathering them – these will
be eliminated with the electronic
process. ( Note: this excludes
food services and transportation
which have separate time sheets )
This is a picture of the first two
weeks of school classified sub time
sheets. These take one bookkeeper 1
day to process after Financial
Secretaries spend days gathering
them– these will be eliminated with
the electronic process
© 2009 APQC. ALL RIGHTS RESERVED. 9 Dec-16
Analyze - Process Analysis
Employee enters time according to approved schedule:
• AESOP, the district’s electronic substitute and absence tracking program, contains each
employee’s scheduled hours, which allows employees to enter absences, have the absence
approved by his/her supervisor, and find a substitute for the hours to be missed by the
employee.
• AESOP, in addition to the features of VeriTime, the district’s newly acquired electronic time
and attendance system that will collect “positive time” electronically, will create an electronic
timesheet with all negative and positive time reflected in one place.
• With VeriTime, employees will “scan in” at a wall terminal, or computer terminal,
which will gather the time each individual works instead of manual sign in sheets and
paper time sheets.
• Employees can also utilize their own smart phones or wi-fi enabled devices to login and
out.
The electronic process of scanning in/out will save time:
• Typical scan in/out takes four seconds
• Four seconds daily multiplied by 175 school days for all 765 classified employees =
153 hours for all classified staff for an entire school year, WHEREAS
• The current manual paper process can take up to 15 minutes for each employee each payroll
• 15 minutes each payroll run multiplied by 26 payroll runs for all 765 employees =
4973 hours for an entire school year ---
• Estimated time savings of 4820 hours per year.
© 2009 APQC. ALL RIGHTS RESERVED. 10