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Integrated Resource Information Systems IRIS University of Kentucky’s ERP Project

Integrated Resource Information Systems IRIS University of Kentucky’s ERP Project. February 2005. Welcome and Session Overview. Welcome Housekeeping Items This session will end at 4:00 p.m. Please turn cell phones, pagers, Blackberries, etc., to silent, vibrate or off.

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Integrated Resource Information Systems IRIS University of Kentucky’s ERP Project

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  1. Integrated Resource Information SystemsIRIS University of Kentucky’s ERP Project February 2005

  2. Welcome and Session Overview • Welcome • Housekeeping Items • This session will end at 4:00 p.m. • Please turn cell phones, pagers, Blackberries, etc., to silent, vibrate or off. • Please refrain from side conversations. • Please hold questions until the Q&A time. • The facilitator will keep the Q&A moving along – questions that require follow-up may need to be addressed after the session is over.

  3. Today’s Agenda • Facilitator Diana Sage • Introduction J. David Hardison • Human Resources Michelle Bliffen • Materials Management Kevin Stevens • Campus Management Michelle Nordin • Finance Dale Austin • Technical Kathy Hamperian • Training Diana Sage • Questions

  4. What is IRIS? Integrated Resource Information Systems  The replacement of existing financial, human resource, student, purchasing, and inventory computer-based management systems with an integrated software application that will enhance service • Phase One is a 2-3 year, 40 million dollar project that will touch every part of the University. • “Driving forces” are functional – not technical. • Established by the President and supported by his Cabinet • Executive Sponsor – EVPFA – Frank Butler • Project Director – Phyllis Nash

  5. Why does this need to be done? Lack of access to information • Needed information may not be available • Needed information may not be easily accessible  Technology environment is obsolete • Poor integration of systems • Inability to maintain the current systems • Lack of capacity of the current systems • Difficulty in remaining compliant with regulations  Service delivery is ineffective and inefficient  Some business processes are out of date

  6. Introduction – Replacement of Systems Goals • Improve business and service processes • Ensure high levels of faculty, student, staff and customer satisfaction • Enhance the University’s overall competitiveness

  7. Change Requests • The IRIS Blueprint provides a picture of the many “targets” for which this project must aim. • To ensure we “hit” our targets, we must be aware of any changes to existing systems. • If changes are needed/desired, the University has established a process for consideration. • For information on the request process during the IRIS Project, please see the “Change Process” item listed in the Resources column of the IRIS website at http://www.uky.edu/IRIS/.

  8. University of Tennessee Northern Kentucky University Johns Hopkins Medical Center University of Cincinnati University of Mississippi Are other organizations doing similar projects with SAP? • Central Michigan University • Duke University • LA Community College District • Texas State University • University of Nebraska • MIT Other institutions with SAP systems include:

  9. What is addressed in Phase One? In Phase One of the IRIS Project, these SAP modules will replace the core functionality of our current systems: • Finance (FI) • Human Resources (HR) • Campus Management (CM) • Materials Management (MM)

  10. What are the “Powers” of IRIS? Does IRIS make policy? Answer: NO Does IRIS change policy? Answer: NO Does IRIS ever raise questions that initiate discussions by those who do? Answer: YES

  11. What methodology is being used to implement SAP?

  12. Introduction – Project Timeline • Project Timeline • Project Preparation ended August 6, 2004 • Business Blueprinting began August 9 - ended December 17, 2004 • Realization began January 2005 • Go Live & Support (Starting with Financials, October 1, 2005)

  13. Project Timelines Finance and Procurement • Realization January – July 2005 • Final Preparation August – September 2005 • Go Live October 1, 2005 • HR, Payroll, Hospital Inventory Management • Realization January – October 2005 • Final Preparation November – December 2005 • Go Live January 1, 2006 (technically, 12/25/05) Campus Management • Realization January 2005 – July 2006 • Final Preparation August – September 2006 • Go Live October 2006 (exact date TBD)

  14. Project Phases We are Here

  15. Realization “Stop Talking and Start Doing” Phase

  16. Realization High-Level Activities • System configuration and documentation • Baseline Configuration – 80% (20% of Realization) • Final Configuration – 20% (80% of Realization) • End-user authorization role development • Development of R.I.C.E. items • Extraction of current systems’ data for conversion • End-user training and development • Level III project team training • System testing and documentation

  17. How will the SAP Implementation affect you? • You’ll learn new processes and new technology at the same time. • Your actions will impact others. • Your work will slow down at first. • You’ll work harder to get less done at first. • You’ll deal with more data entry, duplication of effort, testing, and data review. • In other words, it may be painful…but it will get better.

  18. Human Resources

  19. Human Resources Blueprint Components of Human Resources Blueprint • Personnel Administration • Organizational Management • Enterprise Structure • Benefits • Time Management • Payroll

  20. Business Process Changes • New hire process • Assignment change process • Elimination of half-time status • Employee ID will be system-generated • Elimination of annual roll-over process • Reduction of multiple assignments • Employees paid on one pay cycle

  21. Human Resources Blueprint Phase One • Organizational Management • Personnel Administration Future Phases • Recruitment • Personnel Development • Workflow • Employee Self-service • Manager’s Self-service

  22. Benefits

  23. Benefits - Business Process Changes • Single point of entry for employee data • Core Benefits (health, dental, life, vision) • Bi-weekly employee deductions will pull on first and second payroll • Eliminated requirements for: • Six-month assignment requirement for temporary employees • Thirty-day waiting period for STEPS employees • Hospital employee eligibility will be consistent with campus • Health Care Flexible Spending Account Eligibility • Voluntary Benefit Eligibility

  24. Benefits – Phase One • Core functionality of HRS and BMS • Administration of benefit plans • Determination of employee eligibility • Enrollment in benefit plans • Termination of benefit plans • COBRA administration • Direct Bill processing • Open Enrollment • Pre-paid deductions • Process Retiree benefits

  25. Benefits - Future Phases • Employee Self-service • Manager’s Self-service • Workflow functionality

  26. Time Management

  27. Time ManagementBusiness Process Changes • Leave balances will be validated during timesheet entry, assisting with policy compliance and reducing errors • Retroactive changes to time and leave entries result in automatic recalculation of balances and pay • FMLA Workbench will automate the current manual process of determining eligibility • Cross Application Time Sheets (CATS) for single-entry time recording • Elimination of separate hospital payroll application • Time evaluation process manages overtime, leave accruals and balances

  28. Time Management Phase One • Holiday Calendars • Work Schedules • Time Entry • Time Evaluation • Absence/Attendance Management • FMLA Support Future Phases • Employee Self-service • Manager’s Self-service • Workflow

  29. Payroll

  30. Payroll - Business Process Changes • University work week • Concurrent Employment/multiple assignments • Employee new hire/rehire process • Employee additional compensation and assignments • 2 direct deposit options (checking and savings) • Savings Bond process automated

  31. Payroll - Phase One • Payroll Accounting • Position Budget Control • Human Resource Information System • Deferred Pay • Concurrent Employment

  32. Payroll - Future Phase • Employee Self-service • Manager’s Self-service • Workflow functionality

  33. Materials Management

  34. Introduction Project Scope – Materials Management • Phase One-A – October 1, 2005 • Purchasing • Accounts Payable • Procurement Card • Phase One-B – January 2006 • Hospital Inventory Management • Future Phases – TBD • e-Commerce/e-Procurement • Inventory Management in other areas (Physical Plant, Stores) • EDI Transmission of Purchasing Documents (Campus) • Expanded Use of Workflow

  35. Materials Management Key Decisions Made • Support uniform or standard SAP processes • Standard procurement approval process • No approval process will be required for hospital purchases of material master items • Procurement will be made using 5 basic SAP documents: Requisition, Purchase Order, Outline Agreements (Contracts), Request for Quotation, and Goods Receipt • Material Requirements Planning (Inventory Management System) will generate automatic Purchase Orders for the hospital

  36. Materials Management • On-line receiving will be done by department • “Three-way match” (Purchase Order, Goods Receipt, and Invoice) will be performed on-line in SAP for commodities and equipment • “Two-way match” (Purchase Order and Invoice) will be used for certain types of purchases (e.g., rentals and leases) • Vendor File maintained by Accounts Payable, Hospital Accounting, and Purchasing

  37. Materials Management – Purchasing Business Process Changes • The paper invoice transmittal process will be eliminated • The Requisition and Purchase Order processes will be standardized • Purchase Order transmittal to vendors will be automated where appropriate

  38. Materials Management – Purchasing New System Benefits • Integrated System (FI, CO, FM, GM, CM, HR) • All data in one system will reduce the effort required to maintain unnecessary batch processes, interfaces and shadow systems • Improved efficiency for end-users • Standardized requisition process • Reduced reliance on paper processes • Higher Data Quality • Improved access to document flow (REQ/PO/GR/Invoice/Check) • Authorized users will be able to view and monitor the status of their requisitions on-line

  39. Materials Management – Purchasing New System Benefits • Streamlined Reporting Process • Real Time Reports – Drill Down Functionality • Fewer Printed Reports • Semi-automated/Automated Process • Auto – PO for hospital MRP Orders • Transmission of Purchasing Documents via EDI/FAX/Email

  40. Hospital Inventory Summary

  41. Hospital Inventory Project scope Inventory management will comprise eight processes: • Goods Receipt • Goods Issue • Stock Reservation • Stock Transfer • Material Requirement Planning • ABC Classification • Physical Inventory • Replenishment Area Management (expensed unofficial inventories)

  42. Inventory – Key Decisions Phase One • Implement core functionality to replace the ESI Inventory system • ESI will interface with SAP • Some ancillary areas could be converted into storage locations • Custom bar-code scanning • Low dollar ancillary areas will request supplies replenishments for their area. • Eliminate the need for paper forms and faxing

  43. Materials Management – Inventory New System Benefits • Improved flexibility and growth with new bar coding technology • Real-time updating of transaction • Future Patient Billing System support possible • Integration with Materials Management and General Ledger • SAP bar code communication technology forms part of the SAP system • Re-stocking procedure at the converted Storage Location will be improved and streamlined using SAP MRP functionality • Place material orders directly via a front end • Storage Location configured for separate stock planning (individual MRP areas) • MRP can adjust re-order levels (par’s) based on actual usage

  44. Accounts Payable

  45. Accounts Payable Key Decisions Made • Central invoice receiving (Hospital and Campus) • Standard Invoice matching processes • Three-Way • Two-Way • An electronic non-purchase order invoice feed to Accounts Payable will be implemented to receive invoice data from departmental databases (e.g., Library) • Check printing outside of SAP • Vendor File maintenance

  46. Accounts Payable • Business Process Changes • Central Invoice Receiving (Hospital and Campus)

  47. Accounts Payable – New System Benefits New System Benefits • Improved access to document tracking (REQ/PO/GR/Invoice/Check) • Improved Cash management • Improved Payment alternatives • Improved Check distribution/mailing • Streamlined Reporting Process • Semi-automated/automated Process • Logistics Invoice Verification (LIV) • EDI/FAX/Email

  48. Procurement Card

  49. Procurement Card Key Decisions • Continue current interface process with the current card provider (Paymentnet) • Duplicate existing system with opportunity to expand

  50. Campus Management

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