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iNtegrate 2 Business Process Redesign: Business Process Recommendations Asset Management May 31, 2013

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  • iNtegrate 2 Business Process Redesign:Business Process Recommendations

    Asset ManagementMay 31, 2013

  • Business Process Recommendations: Introduction

  • Draft & Confidential, Not for Distribution.

    Business Process Recommendations

    3 2012 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential.

    SUB-PROCESS RECOMMENDATION CONTENTS

    Recommendations for a redesigned workflow and supporting materials for each of the sub-processes reviewed as part of the iNtegrate 2 BPR project are detailed in the following section. Each sub-process section includes the following:

    Process Overview: A summary narrative of key process steps within the sub-process. Recommended Future State Process Flow: Detailed process flow of the Future State process steps. Key Process Changes: For those steps within the Future States that represent primary changes (for one or more

    NSHE institutions), an explanation, and justification as necessary, for the process change is highlighted Alternative Process Options: Process Options not recommended in the future state flow are highlighted along

    with a justification of why this option is NOT recommended or incorporated in the process. Policy Change Requirements: Instances when either institutional or NSHE policy need to be developed or revised

    in order to facilitate the recommended process are noted, including recommendations for policy content. Implementation Challenges: When elements of the recommended future state process were questioned during

    workshops or noted as significant areas where implementation would be difficult, further discussion and justification is provided along with examples of institutions also utilizing the recommended process.

    The examples provided are individual institutions utilizing these recommended practices. NSHE represents a diverse set of 8 institutions and the system office presenting limitations in identifying a comparable system or organization that has broadly implemented best practice or recommended processes.

    Technology Requirements: Elements of a required technology to enable the process are listed by process step. Reporting Requirements: Reports, metrics and data points required to monitor and control the process are listed. NSHE Feedback: Index of comments/feedback provided by NSHE institutions and the Huron response, as needed.

  • Draft & Confidential, Not for Distribution.

    Business Process Recommendations

    4 2012 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential.

    POINTS TO CONSIDER

    Each sub-process section incorporates some fundamental concepts that should be understood in order to fully consider the recommendations and supporting content.

    Recommendations versus Current State: These process recommendations represent Hurons recommendations for a future state business process

    and are not intended to comment on the current state processes across NSHE. Some process elements may already be the practice of some or all NSHE institutions.

    Business Process Swimlanes (horizontal bands): The business process focuses on the process steps and the work accomplished in these steps and not

    the process owners/work locations. Therefore, the developed flows include general swim-lanes that are not role/location specific, such as Accounts Payable Administration, Travel Administration, Research Administration, etc.

    Flows do include required roles like Vendor, faculty/employee/Investigator, etc. but they do not highlight Administrative Assistant, Vice President of X, etc. The recommended process steps can be applied universally and the steps can be aligned in whatever roles/units are appropriate by institution.

  • Draft & Confidential, Not for Distribution.

    Business Process Recommendations

    5 2012 Huron Consulting Group. All Rights Reserved. Proprietary & Confidential.

    POINTS TO CONSIDER

    Each sub-process section incorporates some fundamental concepts that should be understood in order to fully consider the recommendations and supporting content.

    Existing Supplemental Systems: Some NSHE institutions have implemented different systems or technologies that are supplemental to

    the Human Resources or Finance Administration Systems. These process flows assume the existing technologies are integrated into the Future State Business Process.

    Out of Scope Systems: Some process flows incorporate Non-Human Resource/Finance Systems that are out of scope for

    iNtegrate 2 (i.e. a Pre-Award tracking system). However, in order to be in line with best practice elements, these out-of-scope technologies were incorporated into the recommended processes.

  • Business Process Recommendations: Asset

    Management

  • Draft & Confidential, Not for Distribution.

    PROCESS OVERVIEW

    Asset Management BPR: ID & Delivery

    7

    A department, group, or other entity identifies the Fixed Asset or Sensitive Equipment to purchase and Purchasing Administration is notified (for Fixed Asset purchases) via the Procurement processes.

    A department may also borrow equipment from another institution or organization, which must also be entered into the Asset Management System (AMS). Borrowing department will collect asset information from the lending institution and complete and submit a request to Asset Management Administration for an asset record to be created in the AMS.

    Purchasing Administration enters identifying Fixed Asset information into the AMS, which simultaneously creates a record of the asset in the inventory solution database.

    Upon receipt of the item, the receiver accesses the web-based inventory solution to add receipt, location, and responsible party information to the asset record. This data automatically updates the asset record information through the AMS/Inventory solution interface.

    Fixed Assets and easily identifiable Sensitive Equipment received at a central receiving location are tagged immediately, however, only the group/department purchasing the equipment acknowledges final receipt for purposes of approving vendor payments and to formally assume physical ownership of the asset. This is facilitated by the web-based inventory solution, which generates a receipt acknowledgement back to Purchasing.

    Items not received centrally require tagging. The receiving department acknowledges receipt of the item via the web-based inventory solution and makes a request to have the item tagged.

    Asset Management Identification and Delivery is the sub-process in which a Fixed Asset or Sensitive Equipment is obtained by the institution and identified and tagged as an asset.

  • Sensitive Equipment & Fixed Asset Identification & DeliveryDe

    part

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    t Adm

    inist

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    nPu

    rcha

    sing

    Adm

    inist

    ratio

    nPhase

    1: Identify fixed asset or sensitive

    equipment to purchase or borrow

    6: Code as FA or SE in system and on PO at time of purchase

    10: Receive item at dock

    13: Look up PO in Asset Management

    System

    16: Deliver item to department

    14: Log item into Asset Management

    System

    Start

    2: Acquisition method?

    11: PO included? 12: Identifiable as FA or SE?

    15: Open & tag item with barcode

    7: System routes electronic copy of

    PO to Asset Management

    Yes

    No

    Yes

    No

    18: Missing Asset tag?

    19: Ordered via purchasing?

    20: Receive notification from

    Asset Management System

    21: Set up appointment with

    Asset Management to receive tag

    Stop

    22: Tag asset and verify/log into Asset

    Management System

    Stop

    No

    YesYes

    No

    17: Generate receipt and approve

    payment

    Purchasing dept

    P-card

    8: Code as SE during P-

    card rec

    9: Delivery method?

    Delivery to dock

    Pick-up at retailer

    3. Document Asset info from lending

    organization; submit to Asset

    Management

    Loan

    4. Create Asset Record in Asset

    Database

    5: Delivery method? Dock

    A

    A

  • Draft & Confidential, Not for Distribution.

    KEY PROCESS CHANGES

    Asset Management BPR: ID & Delivery

    9

    The following table outlines the major process changes (NSHE-wide) incorporated into the recommended process.

    Process Flow Title:

    Process Step(s): Explanation and Change Justification:

    Identification & Delivery 3Equipment borrowed by the institution from other institutions or other organizations is added to the department inventory and so that it may be covered by the institutions insurance program. Department submits request to Asset Management Administration for creation of a new asset record via a web-based request form.

    Identification & Delivery 4 Asset Management Administration creates an asset record in the AMS, using the information provided by the borrowing department, and notes the asset as borrowed equipment, including estimated return date.

    Identification & Delivery 6All Fixed Assets and Sensitive Equipment procured through purchasing are identified as such at the time of purchase by pre-determined identifiers on the PO and/or in the financial system, as appropriate. This streamlines the identification process downstream.

    Identification & Delivery 8 All Sensitive Equipment purchased via P-card is coded as such during the P-card reconciliation process. This is the responsibility of the purchaser. Capturing equipment early reduces errors and untagged equipment later.