University of California San Diego

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Activation Planning Team

Presentation to

SDSU Extended Studies

Institute for Quality and Productivity

Team Excellence ‘98

December 14, 1998

Contents

•Purpose

•Analysis

•Action Plan Development

•Implementation, Progress and Results

•Team Excellence Through Group Dynamics

University of California, San Diego

Express Card Activation Planning Team

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Activation

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Team Sponsors

Divisional Managers:

Linda Collins Purchasing

Faye McCulloughDisbursements

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TeamDisbursements Charlotte Collier Melinda Louret Susan Maciel Marlene Moore* David Myers* Robin Posner

Team Members

Purchasing Karen Bogard Bob Forsythe Donna Mulcahy Dona Napier Brant Yancey

Storehouse Ken Behnke* Bob Trout** Unable to be present today

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Introduction

What is UCSD?TeachingResearch

Business & Financial ServicesOffice of the Controller8 functional divisionsSystems

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Express ProcurementAutomated recording of transactions at

the time of purchase Electronic transmission

transactions payments

Express Order Express Card

Introduction

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Express Card Implementation Advisory Team (ECIAT)Provided recommendations

policy, procedures, limits, control factors

Assisted with Express Card GuideParticipated in pilot program

Team Charge - Background

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OUR CHARGE:

Campus procurement forum Introduction of card to general campus Implementation plan for roll-out of card

training for administratorstraining for cardholders

Team Charge

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PURPOSE

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Purpose

Organization goals & performance measuresMoving culture from administrative control

to departmental accountabilityFurthering our vision and missionMeasuring progress using surveys

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Purpose

Types of ImpactCommunicating informationIdentifying customersTrainingDeveloping program policy and proceduresImplementing support tools

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Purpose

Degree of ImpactCampus wide forums and newslettersCriteria for Cardholders and Departmental

AdministratorsTrained Cardholders and AdministratorsPublished Express Card GuideCreation of comprehensive web site

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Purpose

Reasons activity selectedOur goal to move toward departmental

accountabilityOur desire to get the customers involvedOur objective to simplify the procurement

process and provide our customers with resources

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Purpose

Types of quality tools to select activityData Collection Project ManagementProcess MappingStatistical Analysis

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Purpose

Stakeholder involvement in activity selectionProvided program recommendationsAttended procurement forumsEstablished enhanced internal controlsContributed to development of Express

Card GuideProvided feedback

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Purpose

Affected internal stakeholdersDisbursements staff Purchasing staffStorehouse staff

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Affected external stakeholdersCampus departments

internal buyers administrative staff faculty and researchers

Merchants and community

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Purpose

Types of potential impact on stakeholdersDepartments gain knowledge Relationship with suppliers improvedResources reallocatedImproved service to customersNegative impact on Storehouse

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Purpose

Degree of potential impact on stakeholdersDepartments are able to use the cardMerchants are receiving prompt paymentsPositive acceptance of programResources maximizedTransaction cycle reduced

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ANALYSIS

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Analysis

Methods used to identify opportunitiesDescribed the needDefined the goals and criteriaIdentified constraintsGenerated alternativesEvaluated alternativesSelected a solution

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Analysis

Analysis of data to identify opportunitiesUsage reports Procurement matrixSurvey resultsProject management

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Analysis

Examples of other actions to identify opportunitiesTalked to key customersTalked to cohorts

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Analysis

Methods used to identify final opportunitiesProcess mappingData collectionStatistical analysisProject management

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Analysis

Analysis of data to identify final opportunitiesMatrixSurveyStatisticsResources

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Analysis

Demonstration of how validation was insuredTalked to outside entities with experience

implementing procurement card programsAttended user meetings and conferences

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ACTION PLAN DEVELOPMEN

T

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Action Plan Development

Methods and tools to identify potential actions and/or plansReview Charge LetterInformation sharingTimelineReview Action Plan from Charge Letter*

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Charge Letter Action Plan

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Action Plan Development

Analysis of data to develop possible actionsBrainstormingCategorizingFishbone*Timeline*

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Fishbone Chart

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Action Plan Development

Demonstration of how validation was ensured via methods, tools, etc.Review by internal auditUsage reports

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Action Plan Development

Criteria used to select final actions and/or plansIs the roll-out timed to coincide with other

process changesAre customers adequately notifiedDoes it meet organizational goalsDo we have sufficient human resources

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Action Plan Development

Use of methods, tools and data to select the actions and/or plansBrainstormingCategorizingFishbone ChartSurvey

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Action Plan Development

Involvement of stakeholders in selection of planInternal stakeholdersExternal stakeholders

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Action Plan Development

Types of tangible and intangible benefits expected to be realizedIncreased campus interest in programCampus would be more informed through

forumsTraining would create successful use of cardAvailability of card would streamline processesEnhanced working relationship between

Purchasing and Disbursements

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Action Plan Development

Use of data to justify the activityAttendance counts at forumAttendance in training sessionsNumber of new cards issuedIncreased number of transactions

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Action Plan Development

Comparison of budgeted to actual costs, or use of other justification methodsNo budget for this team activityUse of sub teams for maximum productivityUse of campus facilities

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IMPLEMENTATION, PROGRESS &

RESULTS

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Implementation, Progress and Results

Types of internal and external stakeholder involvementMeetings with campus business officersInformation sharing with affected staffInitial program expansionCustomer satisfaction surveyCampus wide forums

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Implementation, Progress and Results

How various types of resistance were addressedCustomer-friendly innovationsWeb based reporting toolSupplement; not replace existing toolsEnhanced controls with procurement cardFlexible training classes

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Implementation, Progress and Results

Proof/validation that buy-in existedCustomers used communication tools

electronic mailbox telephone hot line

Word of mouthSteady increase in transactions

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Implementation, Progress and Results

Use of stakeholder feedback in implementationTraining programs Express Card GuideExpress Card statements

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Implementation, Progress and Results

Creation and installation of a system for measuring resultsReceive daily files from bankEnhancement of existing financial system Database tools

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Implementation, Progress and Results

How plans were tested before implementationPilot program

Test resultsAdequate controls

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Implementation, Progress and Results

Procedure or system changes that were madeRandom tax auditImproved data accessibility Web site enhancements*

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Implementation, Progress and Results

Standardized and documentedTax reporting* Express Card Guide*Forms*Statements*Process flow chart*Readiness checklist*FAQ’s*

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Implementation, Progress and Results

Training provided145 Express Card Administrators 330 UCSD Staff, Researchers and Faculty

have attended Cardholder Orientation 160 trained by a qualified Departmental

Administrator

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Implementation, Progress and Results

Types of tangible and intangible results that were realized900 procurement cards issued 500 UCSD cardholders20,000 transactions (3/96 through 10/98)

totaling $4.6 million

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Implementation, Progress and Results

Linkage of activity impact to organization performance and goalsTransforming cultureVision and MissionCustomer Satisfaction Survey

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Implementation, Progress and Results

How results were shared with stakeholderNewslettersMeetings & ShowcasesInformal conversations

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TEAM EXCELLENCE THROUGH GROUP

DYNAMICS

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Team Excellence Through Group Dynamics

Types of team trainingSustaining ExcellenceMyers-BriggsTeam building

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Team Excellence Through Group Dynamics

Team organizationSponsored teamCross-functional membership

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Team Excellence Through Group Dynamics

Roles and responsibilitiesTeam leader selected by teamScribe responsibilities rotatedFacilitator

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Team Excellence Through Group Dynamics

Team support from the organizationOfficially sponsored team

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Team Excellence Through Group Dynamics

Meeting management Decision-making tools Communication tools*

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Team Excellence Through Group Dynamics

Consensus skillsFinding acceptable proposals

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Team Excellence Through Group Dynamics

Documenting and sharing process and progressPosting minutes on the webReview of action itemsTime for new business

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Team Excellence Through Group Dynamics

Team Accountability; Ensure Full ParticipationEqual assignment of tasksReview action itemsSub-team reports

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Team Excellence Through Group Dynamics

Empowered to take action and resolve issuesMember expertiseSponsor’s guidance

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Relationship between team members, other teamsCollaborative effortCommunication with other teams

Team Excellence Through Group Dynamics

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How the team overcame obstaclesKeeping issues on the surface

Team Excellence Through Group Dynamics

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How the team and/or members are better prepared to make on-going contributionsVested interest in the program’s successGained valuable experience for future

Team Excellence Through Group Dynamics

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Lessons learned and next stepsValue knowledge and experienceThe future:

Continue enhancements Market the program Auditing policy

Team Excellence Through Group Dynamics

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Methods to determine team members’ satisfactionInformal surveyAchievements

Team Excellence Through Group Dynamics

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Actions taken based on member feedbackLess frequent meetingsEvolution into a Customer Support Team

Team Excellence Through Group Dynamics

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Team reward, recognition, celebrationMonetary incentive awardLuncheon with Vice ChancellorSponsor partyIQP Team Excellence 98!

Team Excellence Through Group Dynamics

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SummaryCustomer service is our focus Fiscal responsibility is our purpose

Team Excellence Through Group Dynamics

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THANK YOU!