Beruflich Dokumente
Kultur Dokumente
1. Overview
2. Managements challenge
3. Technology is a tool
4. Breaking down silos
5. Continuous improvement
6. Goals of measurement
7. Designing meaningful measures
8. The value of measurement
9. ROI
2
Overview
3
Public Perception
4
Revenues vs. Ridership
5
Expenses vs. Ridership
6
Board Policy
7
Headquarters Overview
8
Management Goals
9
Oracle/PeopleSoft Enterprise Solution
FMS HCM
– General Ledger – Administer Workforce
• Commitment Control • Position Management
• Combo Edits • Labor Relations
• Allocations – Recruit Workforce
– Project Costing • eRecruit
– Cash/Deal Management – Pension Administration
– eProcurement – Benefits
• Workflow • Benefit Accruals
– Accounts Payable – Payroll
– Time & Labor
• EPM • Police & Union
– Budgeting IT
– Global Consolidations – Enterprise Portal
• Financial Plan – Disaster Recovery Plan
10
Project Overview
We are here
2004/2005 and 2006/2007 Deliverables
Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul Oct Jan Apr Jul Oct Jan
04 04 04 04 05 05 05 05 06 06 06 06 07 07 07 07 08
HRMS Initiatives
HRMS, Recruiting, Position
Management, Benefits Training Administration
Go-Live 12/21/04
Payroll and Time & Labor
Continuous Improvement
Initial BPO Formation of MTA managed Procure to Pay Analytics Enterprise-wide Analytics
Recommendations Continuous Improvement Team and Process Improvements and Dashboard
11
Technology versus BPO
22%
Non-
Coordinated Technology
Coordinated
Strategy Only
Strategy
Source: The Hackett Group 2002
12
Process Initiatives
13
Continuous Improvement…
14
Continuous Process Improvement
15
Continuous Improvement Team
Financial
Administration Management Budgets
Legend
Continuous Improvement
EITG FIN CFT
New Role
CFT Direct Reporting
Relationship
HR CFT
16
Axioms of Performance Measurement
2. You must know what you want to measure and why before
you worry about how.
17
A measurement has value only when it is…
1. Accurate
Reliably expresses phenomenon being measured
2. Objective
Not subject to interpretation and/or dispute
3. Easy
Inexpensive and convenient to compute
4. Timely
Readily available data source
5. Harmless
Does not induce inappropriate behavior
18
Requisition Cycle Time: All Requisitions
35% 40%
35%
30%
30%
25%
20% 20% 25%
20%
20%
16%
15%
15%
8% 10%
10% 10% 8%
5% 5% 6% 5%
3% 5% 4%
5% 5%
1%
0% 0%
0 1 2 3 4-6 7-9 10-12 >12 0 1 2 3 4-6 7-9 10-12 >12
Days Days
19
Axioms of Performance Measurement
20
Requisition Submitted to Approval Cycle Time
(Operating ♦) & Number of Requisitions Approved
30.0
100
148
25.0 140 146
70
97
82
20.0 124 B
# of Days
88
50 118
15.0
98
10.0
19
5.0
0.0 E
J F M A M J J A S O N D J
21
Axioms of Performance Measurement
#2 - You must know what you want to measure and why before
you worry about how.
22
Requisition Approval to PO Entry ▲ & PO Entry to
PO Dispatch ■ Cycle Times & Number of Purchase
Orders Dispatched
80.0
70.0
272
60.0
50.0
# of Days
40.0 84 B
30.0
20.0 103 62 101 79
39 55
52
10.0 63
176
70 122
0.0
J F M A M J J A S O N D J
23
Axioms of Performance Measurement
24
Invoice Receipt to Payment Date Cycle Time (Operating ♦)
& Number of Vouchers Paid
40.0
35.0
30.0 E
1,586 1,743
25.0
# of Days
2,385
1,351
2,053
20.0 2,535 2,265
B
1,584
15.0 2,489
2,378
2,340
10.0 2,126
5.0 1,366
0.0
J F M A M J J A S O N D J
25
Invoice Receipt to Payment Date Cycle Time (Capital ■)
& Number of Vouchers Paid
40.0
1,825
35.0 1,960
1,915
1,605
2,039
30.0 E
1,653
25.0 B
# of Days
1,915
2,182
20.0
1,734 1,466
1,813 1,943
15.0 1,757
10.0
5.0
0.0
J F M A M J J A S O N D J
26
Axioms of Performance Measurement
27
Requisition to Payment Cycle Time (Operating ♦)&
Number of PO Vouchers Paid
180.0
1,351
160.0
140.0
1,58 6
120.0 1,743
# of Days
2,489 2,265
100.0 2,535 2,053
B
2,340
80.0
2 ,378
60.0 2,126
1,584
40.0 1,9 84
1,3 66
20.0
0.0 E
J F M A M J J A S O N D J
28
Return on Investment
29
30
CIT Accomplishments
31
CIT Accomplishments (cont’d.)
32
CIT Accomplishments (cont’d.)
33
34
Questions?
35