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Enhancing the e-Reimbursement Experience: Update on Traveler Reimbursement Project

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The transition from paper-based to e-Reimbursement for travel expenses has improved efficiency, but frustrations persist among users. Issues such as cumbersome processes, misunderstandings of terminology, and high rates of report revisions need addressing. Our project aims to reduce time spent entering data, minimize report rework, enhance user satisfaction, and lower costs for processing travel expenses. By engaging stakeholders and conducting thorough root cause analysis, we have identified four key improvement areas: software usability, policies, process flow, and user training.

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Enhancing the e-Reimbursement Experience: Update on Traveler Reimbursement Project

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  1. APR Traveler Reimbursement Team Project Update for Information Technology Committee November 18, 2011

  2. Team Members:

  3. In recent years campus was able to successfully transition from paper-based processes for travel expense reimbursement to the current e-Reimbursement system. Among other improvements, this significantly reduced the time from final expense report approval to payment. Many travelers and support staff, however, remain unhappy with the cumbersome and time-consuming nature of the system, their inability to understand terms used within the system, and the number of reports returned for changes and corrections. Problem Statement:

  4. Reducing the amount of time users spend entering information in e-Reimbursement • Reducing the rework spent on submitted travel expenses (i.e., “send-backs” from Approvers & Auditors) • Reducing user frustration when using e-reimbursement • Reducing overall campus cost to process a travel expense related request Project Goals:

  5. Baseline Data: Expense Report Send-Backs (7/1/10 – 6/30/11) 49,421 reports submitted 24,347 by Traveler (49.3%) 25,074 by Alternate (50.7%) 15,954 send-backs 12,636 reports with at least one send-back (25.6%) 5,471 send-backs 5,178 reports with at least one send-back (10.5%)

  6. Customer Engagement: Voice of the Customer Strategy Built Comprehensive Stakeholder List Identified Specific Stakeholder Contacts Created Interview Questionnaires Conducted VOC Interviews Translated VOC to CTQs Prioritized CTQs (QFD tool) Root Cause Analysis Customer Groups Represented: • Frequent Travelers • Infrequent Travelers • Faculty Travelers • Alternates • Expense Report Approvers • Expense Report Auditors Causes of Failures to Meet CTQs Customer Engagement: Voice of the Customer Strategy

  7. Root Cause Analysis: Detail

  8. Root Causes of Failure to Meet Customer Needs Four Areas Targeted For Improvement: 1. Software Usability 2. Policy 3. Process Flow 4. Training and Support

  9. Next Steps • Refine details of solution implementation strategy • Create implementation sub-teams as appropriate • Refine solution requirements • Update communication / change management plan • Continue to engage stakeholders and customers

  10. Questions/Feedback Learn more @ http://www.vc.wisc.edu/apr University of Wisconsin Knowledgebase http://kb.wisc.edu/helpdesk/search.php?q=&cat=486 e-Reimbursement Job Aids: http://www.bussvc.wisc.edu/acct/TEWeb/training/jobaid.html

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