Central Staff - University of Michigan
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Central Staff Resources Intevna — — University of Michigan Health System Client Lisa Floyd, BSN, RN, Clinical Nurse Manager Coordinator Professor Richard 3. Coffey Darlene Gines Jennifer Stewart Tressa Williams December 8, 1998
Transcript of Central Staff - University of Michigan
Central StaffResources Intevna
—
—
University of MichiganHealth System
Client Lisa Floyd, BSN, RN, Clinical Nurse ManagerCoordinator Professor Richard 3. Coffey
Darlene GinesJennifer StewartTressa Williams
December 8, 1998
Central Staffing ResourcesInternal Analysis Project
TABLE OF CONTENTS
Page
Executive Summary 1
Introduction 2
Background 2
Purpose and Objectives of Project 3
Approach and Methodology 3
Current Situation 4
Findings 5
Conclusions 9
Recommendations 9
Action Plan 11
Contacts 12
Appendices 17
List of Figures
Figure
1. Overall Percent of Followup Calls 5
2, Number of FTE’s By Task 3
Executive Summary
The Central Staffing Resource (CSR) department, which is responsible for schedulingapproximately 870 people including both full time and temporary employees, is currentlyoperating under an inefficient and time-consuming system. The Industrial and OperationsEngineering 481-student team from the Programs and Operations Analysis (POA)Department studied this area in order to come up with recommendations that would reducethe amount of repetitive tasks and the number of scheduling errors through processimprovements. In addition, the team was called upon to provide the department with thenumber of administrative assistants needed to satisfy the mission of the CSR department.The key steps to our approach included interviews, observations, follow up call datacollection, and a workload analysis.
The team found a number of key findings, which lead to several important recommendations:
> Although the CSR administrative assistants felt that follow up calls take up a lot of time;the collected data reflected the contrary. The data showed that about 72% of calls arefinished with the first phone call.
> The scheduling process is inefficient and leads to repetition of tasks.> Communication between the CSR and unit administrative assistants needs to be improved
in order to reduce the amount of time spent scheduling.> The work environment is congested at times, which is a distraction when the
administrative assistants are trying to work.
Recommendations for the CSR are as follows:
> One new employee needs to be hired to fulfill the current workload of the CSR.
> A common database for scheduling may help to alleviate the problems with performingsimilar tasks a multiple amount of times.
> Before a database can be installed in the CSR office some upgrades should be done to thecomputers.
> The units should be encouraged to email information to decrease the amount of phonecalls.
> The task of updating of all Personnel files can be handle by one person instead of by allthe administrative assistants.
CSR department needs to investigate whether or not more CSR staff (nurses, nursingassistants, patient attendants, medical assistants and clerks) are needed, by reviewing thenumber of request that are not met each week.
[introiuction
The mission of the Central Staffing Resource (CSR) department is to supplement regulardecentralized staffing at the University of Michigan Health System using centralized, highquality, cost effective resources. The CSR department is responsible for scheduling 870nurses, nursing assistants, patient attendants, medical assistants and clerks in 100 clinics and50 inpatient units. The purpose of this project is to analyze workload of the CSRadministrative assistants and develop a plan to improve the distribution of work. It isbelieved that administrative assistants perform too many tasks and are unable to perform tolevel required for customer satisfaction.
Background
The CSR department began looking at the administrative assistants in the January1998term through the August 1998. The two main issues that came out of these studies wereinefficiency of the scheduling process and the large amount of daily phone calls.
The previous study showed that 13 people spent a total of 1.54 FTE per day on the phone.Although 80% of the phone calls averaged less than a minute, it was believed that incomingphone calls led to many outgoing follow up calls to resolve an issue. Many incoming callsdeal with a need for a nurse, change in need, or a cancellation. Therefore an administrativeassistant has to make calls to the float nurses to either fill a need or inform them of acancellation.
The scheduling process is very tedious and inefficient. The administrative assistantsinput the schedule into oversized scheduling books to create the monthly schedule. Then theymust manually match up the available nurses with the high priority units before putting theschedule in the Automated Nurse Scheduling Operating System (ANSOS).
Personnel
The project team consists of the project coordinator, Richard Coffey, and the teammembers Darlene Gines, Jennifer Stewart, and Tressa Williams. The client is the CentralStaffing Resources office at the University of Michigan Hospital and Lisa Floyd, BSN, RNManager. For a more detailed list/organizational chart of the members of the CSR Staff referto Appendices A1-A6.
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Purpose and Objectives of Project-
The purpose of this project is to analyze the workload of the Central Staffing Resource(CSR) administrative assistants and develop a plan to improve the distribution of work. Theobjective is to have a reasonable amount of work for each assistant. It is believed thatadministrative assistants perform too many tasks and are unable to perform to the levelrequired to meet both customer satisfaction and the CSR Mission. For further information onthe CSR’s mission, goals and objective refer to appendix A7.
[Approach and Methodology
Key phases are interviews, follow up phone call surveys, and workload analysis surveys.
We studied the flow of the activities that go on in the CSR office in order to gain insightinto the possible inefficiencies and complications. This information serves as back upinformation to our data collected form the surveys.
The follow-up surveys were done from October 16, 1998 to October 23, 1998 to capturethe amount of phone calls that result from one incoming call. A form was given to theadministrative assistants to mark each call that go in or out and whether it was the result of anearlier call. Refer to Appendix B 1 for an example of the form.
The workload analysis surveys were performed for three weeks, October 26, 1998 —
November 15, 1998. It captured scheduling, payroll, and regular weeks. The administrativeassistants were asked to wear beepers, which sounded randomly. At the time each beep theadministrative assistant checked the box for the specific task being performed. Through thisstudy we were be able to figure out how often a task is done and how many FTE’s are neededto perform each task. Copies of these forms can be found in Appendix B2-B4. Appendix B-5flowcharts the method used to determine FTEs.
Interviews were performed during the weeks of November 9, 1998 — November 20, 1998.The purpose of the interviews was to determine how the administrative assistants felt abouttheir job. Interviews began with the simple question of whether the subject had any realconcerns about possible changes that could be made to his/her job. The administrativeassistants were asked two basic questions, which they were allowed to expand upon. Thequestions were as follows: “ What problems do you see with yourjob?” and “ Whatchanges would you suggest?” The subject was then shown the workload analysis resultscompiled during the previous study and asked if he/she felt that the analysis correctlycaptured their daily workload. The tasks that made up the majority of the subject’s workloadwere then discussed.
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Current Situation
The CSR department’s administrative assistants are responsible for three main tasks.These tasks are the input and output processing of all employee information, compiling andupdating the schedule, and maintaining all payroll activities. Input and output processingincludes maintaining personnel files, mailboxes, inputting new hires into ANSOS system,updating the number of sick and vacation days allowed for each employee, and updatingemail lists. Currently there are approximately 50 new hires per month so these activities takeup a large amount of the administrative assistant’s time.
The administrative assistants are responsible for three schedules. The first is a four-weekschedule. Temporary employees’ on the other hand, have no constraints on the number ofhours they are required to work. The temporary employees provide a list of days that theyare available at the beginning of each scheduling period. From this information, a four-weekschedule is compiled, inputted into the ANSOS system, and handwritten into a schedulebook. Units or clinics then submit requests to the CSR department using a four-weekschedule request form for the shifts that are understaffed. Most times the number of requestsis greater than the number of available CSR staff. The administrative assistants are thenresponsible for deciding which units have the most need and allocating staff to these units.Requests that are not filled are put on a wait list. All unit assignments for the CSR staff areinputted into the ANSOS system and a blue ‘A’ is put next to the shift in the schedule book.The ANSOS schedule is then printed out and matched with the schedule in the book to makesure that there are no errors. After everything is finalized the schedule is posted and a copyis given to all regular employees. CSR continues to try to fill all outstanding unit requestswhether they are previous requests or unanticipated add-ons. CSR administrative assistantsdo a weekly ANSOS update for the projected week on Fridays. Any new changes areentered into the ANSOS system and the schedule book. A daily schedule is also donebecause units are allowed to cancel up to 3 hours before the start of a shift. When acancellation occurs the administrative assistants are then required to call other units that haveoutstanding request and try to place that CSR staff.
The last main task that the administrative assistants are responsible for is payroll. Thereare approximately 10,000 time card entries every two weeks. Each employee for every shiftfills out a time card in order to keep track of payroll and billing. Time cards are matched withthe ANSOS printout and then the assistants fill out a payroll sheet for each employee. Afterthe sheets are sent out, the administrative assistants receive a gross pay register. Theassistants match the payroll sheet to the register and make any necessary corrections. Referto Appendix Cl and C2 for flow charts of the activities.
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hidings
Follow up Phone Call Survey
The Follow-up Phone Call surveys were conducted for one week from October 16,1998to October 23, 1998. As shown in Figure 1, 71.74 percent of calls were finished in just thefirst phone call. This means that the majority of incoming or outgoing calls are taken care ofwith the initial call. Our study contradicts the information given in interviews about thenumber of follow up phone calls. Appendix D contains a breakdown of the follow-up calldata by shift.
Table 1. Follow-up Call Data
61.39 15.82 12.66 9.49 0.63 0.00 0.00OVERALL 896.00 139.00 98.00 46.00 26.00 30.00 14.00 1249.00
(percentage) 71.74 11.13 7.85 3.68 2.08 2.40 1.12
Figure 1. Overall Percent of Follow-up Calls
87.34 8.30 2.18 0.87 0.87 0.44 0.00
80.00
Overall Percent of Follow-up Calls
70.00
60.00
50.00
40.00
I10.00
0.00
1 2 3 4 5 6 7+
Number of Follow-up Calls
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Interviews
The following is a summary of the findings that came from adminstrative assistant’sinterviews. There is an overall feeling within the office that a new system for schedulingneeds to be established. The current scheduling system is found to be confusing andinefficient. In addition, the scheduling system is found to be extremely tedious. Also throughthese interviews it was found that the payroll task are going to be assigned to two individualsand the other administrative assistants will no longer be responsible for payroll. Seven of thethirteen administrative assistants were interviewed.
Problems as viewed by CSR administrative assistants:
> There is not enough *CSR staff to meet the needs of the units.> Too much paperwork is required to prepare the schedule.> There are too many ANSOS entry errors.> The workload is too heavy for the administrative assistants.> CSR staff overuse sick time.> New employees are not trained well on ANSOS entries.> The evening shift does not know or understand the tasks done by the day shift.> Units do not know the appropriate person to call with questions and concerns therefore
administrative assistants spend a lot of time transferring calls.> Too much time is spent recruiting *CSR staff to fill emergency unit needs.> Units do not understand the scheduling process of CSR.> Setting up training program for nurses requires too much time.> Units are allowed to cancel request for any *CSR staff up until 3 hours before shift starts> Too much time is spent finding new assignments for *CSR staff due to unit cancellations.> The high volume of phone calls is time consuming.> Tasks are too repetitive.> Too many meetings (personal or business) in the CSR office during shift changes, these
meetings cause distractions and cause a high level of noise in the office.> When calling units Administrative Assistants are put on hold for long periods of time
(2- 5 minutes) before being able to speak with the appropriate person.
Suggestions from CSR administrative assistants:> Hire more *CSR staff.
Schedule *CSR staff using 12-hour days.> Improve the orientation of ANSOS system and schedule book> Increase office space.
Increase communication between units and CSR.> Better communication between Administrative Assistants and Supervisors.> Install an automated phone system to solve the problem of transferring calls> Expedite scheduling request from units> Provide Administrative Assistants on units with an orientation with how CSR works and
allow them to work a day in the CSR office.> Purchase a computer program that will allow all scheduling to be done on the computer.*csR staff refers to clerks, nurses, nurse assistants, medical assistants, and patient attendants.
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Workload Analysis
The purpose of the workload study was todetermine whether or not more workers areneeded in the office. The analysis of theworkload data showed that 12.63 FTE’s wereneeded to perform all of the daily tasks. Thiswould show that it is not necessary to increasethe number of administrative assistants in theCSR office.
However, analyzing the FTE’s on a shift byshift basis indicates the following:
> Six workers are required for the day shift.> Four workers are required for the evening
shift.> Four workers are required for the midnight
shift.
Refer to Appendix E for a detailed summary ofFTE’s by task, by person and overall.
Table 2. FTEs By TaskTASKS (hoursldaj’f$r4 FTE.
ANSOS/daiIy.timpariPhone 1.70CSR interactionOther 1.04Staff interactionEmail 0.76Pnonty/Schec1LiiejPayroll Weekend Support 0.49
Clerk Sched 0.34
Clerk Payroll 0.29o
Personal 0.25
AnSOS/weekly timecards 0.21JuteNurse Placement 0.17
Daily Sched Changes 0.1
Temp Bonus 0.12
NASched 0.10
Personnel paperwork 0.09
PA daily 0.08
E-mail recruit fill vac 0.06
PA Sched 0.05
Verify Med/Sur Schedule 0.04F/U on SNcñiaLClerk GPR 0.02NA WeeklyVac report e-mail 0.02ACS Billing 060Billing 0.00NA dailyNurse GPR 0.00Nurse Payroll BackupPost paper CSR UCs 0.00Time Card on Pay Sheet 0Time off request 0.00UC Absence Report
•0.0
Update Office Cheat Sheet 0.00WC payroll grid[LOTALFTES 12.63
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Conclusions
Conclusions drawn from the interviews, workload analysis, and follow up surveys.
The follow up surveys showed that the approximately 72% of all calls do not require afollow up. Follow up calls do not take up a large percentage of their time.
> The workload analysis survey showed that approximately 14 people are needed tocomplete the tasks required of the CSR department. Time management and workdistribution appears to be the problem rather than a shortage of personnel.
Units need to give the CSR staff more advanced notice for cancellations. Moreover, theCSR department needs to make sure that all employees are dependable and are notmisusing sick and vacation time. These changes would decrease the number of changesmade to the daily schedule and would give the administrative assistants more time tocomplete other task
> A new computer program for scheduling would decrease repetitive tasks involved andincrease productivity. ANSOS is not effective for the CSR office because it does notallow access to more than one units’ screen at a time. Since the administrative assistantsschedule staff that works in multiple units, it is time consuming to continually switchscreens and manually retrieve information.
> If purchasing a new computer program is not possible the schedule book needs to bestandardized to eliminate confusion. In addition each administrative assistant needs to betrained on the system.
Recommendations
1. The workload survey showed that the number of administrative assistants needs to beincreased by one. One more employee would help to fulfill the current workload of theCSR. As the number of nurses employed by the CSR increases this may have to be reevaluted periodically.
Tasks requiring the majority of FTEs should be reviewed for changes. These tasks are:ANSOS/daily time cards (1.71 FTEs), CSR Interaction (1.26 FTEs), and Phone Use (1.70FTEs). Suggestions for changing each of these tasks can be found in the followingsection under the action plan.
2. A common database for scheduling may help to alleviate the problems with performingsimilar tasks multiple times. Having the scheduling data in a centralized pool will helpthe CSR and individual units cut down the time spent interacting because the databasewould become a centralized resource between the two. The database will also help to
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reduce the amount of time spent on paperwork and in learning the color-coded systemused in the scheduling books. The database needs to have a simple user-friendly graphicinterface and must also have fail safe measures to prevent data from being lost as data isshared and changed by more than one person.
Microsoft Access and Oracle were both discussed as possible programs for an internaldatabase, which would unite the ANSOS (Automated Nurse Scheduling OperatingSystem) scheduling done by CSR and the units. Although MS Access is much more userfriendly than Oracle, the CSR should consider opting for Oracle or look into otherprograms such as MS d-Base. An article found in Computer World Newspaper’sSeptember 25th edition states that there is a problem with Microsoft Access that can leadto serious data integrity issues. The bug affects all versions of Access through the mostrecent Access 97. The crux of the bug is that the records stored in the database maybestored wrong and as a result data is lost. As shown in Appendix F CNET News.com hasalso written a short summary about the Access bug. A computer specialist at DigitalComputing System in Southfield, MI also recommended that the CSR stay away fromMS Access as the potential for growth would force a possible redesign of the database.
3. The priority recommendation spreadsheet can be fed into the computer database todecrease the time spent manually deciding the priority of the unit. If this were part of thedatabase, it would alleviate the multiple tasks done to schedule a nurse for a unit. Basedon the prioritization criteria, computer could decide which unit has the most urgent needand this will eliminate one step in the process.
4. Before a database can be installed in the CSR office, some upgrades should be done tothe computers. The current computer is too slow and memory-limited. Theadministrative assistants should be able to run a multiple of programs at the same time todo their jobs effectively and efficiently. Computers should not crash or run into memoryerrors since data and precious time is wasted by program and system crashes. Thebenefits of upgrading the computers far out weight today’s relatively low cost of eithernew computers or parts for upgrading.
5. The inpatient and outpatient units should be encouraged to email information to decreasethe amount of phone calls. Less phone calls would decrease the noise and distractions inthe office. The administrative assistants could email units the weekly schedule, whichwould decrease the number of phone calls asking about schedule changes.
5. The task of updating of all Personnel files of employees hired and fired can be handle byone person instead of by all the administrative assistants.
6. CSR department needs to investigate whether or not more CSR staff is needed byreviewing the number of request that are not met each week.
7. Establish another contact on the units other than the charge nurse that the CSRAdministrative Assistants can contact with problems, questions, and concerns. So that theAdministrative Assistants are not put on hold for long periods of time.
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Action Plan
The following plan of action should be taken in order to implement the recommendations.
1. Review Recommendations — The decided plan of action must be supported top down.
2. Discuss Actions with Staff
3. Gradual Implementation
a. Hire new worker on a swing shift (4AM to 12PM).
b. Have Debra work permanent days, and Connie permanent evenings.
c. Institute a bonus program to reward the administrative assistants in order to improvethe attitude in the CSR office
d. Give units a directory of phone numbers within the CSR so that the units can call thedirect line instead of having the administrative assistants’ transfer the call. Thiswould decrease the high volume of calls.
e. Invest in computer upgrades
f. Decide upon a possible database or updating ANSOS.
g. Standardize the methods used for daily ANSOS time cards to reduce the amount oftime spent on it. A list of example instructions can be found in Appendix G.
h. Automate the phone service to cut down on phone transfers.
4. Further analysis of the following topics should be considered for future changes.
a. The employee data found in Appendix E can be shared with each employee to discusswhy the task percentages are distributed the way they are.
b. An analysis of CSR interaction is necessary and a time management plan for theadministrative assistants might be helpful. The workload should be evenly distributedto each administrative assistant decrease the amount of idle time.
c. Determine the optimal time for advanced notice for cancellations.
d. Conduct a study to determine if more CSR staff (nurses, nursing assistants, patientattendants, medical assistants and clerks) is needed.
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Contacts
A Digital Computing System representative was contacted about possible recommendationsfor a database and problems with Microsoft Access.
Digital Computing System17250W 12 Mile RdSouthfield, MI 48026
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APPENDIX A
CSR STAFF INFORMATION
Organizational Chart A-iContact Information A-2Cluster Information A-3-6Mission Statement A-7
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Central Staffing Resource DepartmentContact Information - Listed by Job Catagory in Alphabetical Order
• Administrative Assistant
Administrative Assistant
Administrative Assistant
Administrative Assistant
Administrative Assistant
I I I I I I
Name Title Focus Area Email Pager Phone
Lisa Floyd Clinical Nurse Manager All Areas C873 9232 3-3086
Nursing Supervisors
Deanna Beyer Nursing Supervisor Ambulatory Care D459 2473 3-5989
Jan Crissey Nursing Supervisor AICU S266 6743 6-3624
Charlene Davies —- Nursing Supervisor Ambulatory Care B891 9965 6-940 1
Mark Erber Nursing Supervisor PCC S720 7141 6-2199
Juanita Parry Nursing Supervisor MAC L808 2353 62 193
Orchid Stewart •Nursing Supervisor SAC BY74 7136 6-3843
Barb Wetula Nursing Supervisor PAC, PSYCH, WBC L883 2783 3-6700
Julie Wahi Nursing Supervisor MAC N183 6741 6-2226
Clerical Supervisors 1 1
:Fiona Chishoim-Ferrow Manager Inpatient Clerical Svs All Clerical Areas B140 6742 6-9398
Colleen Kapp Clerical Supervisor PPP B092 6753 6-4727
Joelle Moroz Clerical Supervisor UH B137 6800 6-4716
Education Resources 1 1 - I
Margaret Meredith Educational Nurse Coordinator All Peds Areas, SAC, NA K647 2394 6-9400
Diane Pihalja Educational Nurse Coordinator Ambulatory Care, MAC BM96 5360 3-7759
Rosemary Sieracki Staff Development Clerical, PA B146 9412r
6-6531
Cluster Leads
Pattie Arnold
Carla Dunbar Dean
Kathy Heaton
Matt Martin
Jan Resch
AGC, PGC, OR B136 N/A 6-9380AICU, PCC, WBC,PSYCH, Misc B204 N/A 6-9379
Patient Attendant B157 N/A [ 3-5637
Ambulatory Care
Clerical
BB96 N/A 6-1490
B090 N/A 6-6530
Pam Soitman Administrative Assistant Nursing Assistant AS21 N/A 3-5637
CLUSTER INFORMATION
INPATIENTNURSING SER VICES
• ADULT GENERAL CARE MEDICAL CLUSTER
76A, 6B, 6C, 7A, 8A, 8B
Start Times:11:3Opm-8:OOam7:30am - 4:00pm3:3Opm-12:OOmn
J
SUPERVISORS: Juanita Parry and Julie WahiADMINISTRATiVE ASSISTANT: Pattie ArnoldEDUCATIONAL COORDINATOR: Diane PlhaljaCLUSTER PHONE NUMBER: 936-9380PUBLIC EMAIL: CSO2
SUPERVISORS: Orchid Stewart and Julie WahiADMINISTRATiVE ASSISTANT: Pattie ArnoldEDUCATIONAL COORDINATOR: Diane PihaljaCLUSTER PHONE NUMBER: 936-9380PUBLIC EMAIL: CSO2
SUPERVISOR: Jan CnsseyADMINISTRATIVE ASSISTANT: Carla Dunbar-DeanEDUCATIONAL COORDINATOR: Margaret MeredithCLUSTER PHONE NUMBER: 936-9379PUBLIC EMAIL: CSO3
• ADULT GENERAL CARE SURGICAL CLUSTER
4B, 4C, 5A, 5B, SC, 8TBAC
Start Times:11:00pm - 7:30am7:00am - 3:30pm
3:00pm- 11:30pm
• ADULT INTENSIVE CARE CLUSTER
4DC, SD, 6D, 7DTBICU, 7C
Start Times:11:00pm - 7:30am7:00am - 3:30pm
3:00pm- 11:30pm
I
CLUSTER INFORMATION
• PEDIATRIC GENERAL CARE CLUSTER
SE, SW, 6M, 7M
Start Times: LI11:30pm- 8:00am7:3Oam-4:OOpm
3:30pm- 12:OOmn
SUPERVISOR: Barbara WetulaADMINISTRATWE ASSISTANT: Pattle ArnoldEDUCATIONAL COORDINATOR: Margaret MeredithCLUSTER PHONE NUMBER: 936-9380PUBLIC EMAIL: CSO2
PEDIATRIC CRITICAL CARE CLUSTER
PICU, PCTU, HOLDEN,5E MODERATE CARE
Start Times:11:30pm - 8:00am7:30am - 4:00pm
3:3Opm-12:OOmn
SUPERVISOR: Mark ErberADMINISTRATWE ASSISTANT: Carla Dunbar DeanEDUCATIONAL COORDINATOR: Margaret MeredithCLUSTER PHONE NUMBER: 936-9379PUBLIC EMAIL: CSO3
• PSYCHIATRIC CLUSTER
CAP6, 9C, 9D
Start Times:11:lSpm-7:l5am7:OOam-3:3Opm
3:OOpm-11:3Opm
N
SUPERVISOR: Barb WetulaADMINISTRATWE ASSISTANT: Carla Dunbar DeanEDUCATIONAL COORDINATOR: Margaret MeredithCLUSTER PHONE NUMBER: 936-9379PUBLIC EMAIL: CSO3
SUPERVISORS: Variable (Call main office for assistance)ADM1NISTRATWE ASSISTANT: Carla Dunbar DeanADMINISTRATWE ASSISTANT: Pattle ArnoldEDUCATIONAL COORDINATOR: Margaret MeredithCLUSTER PHONE NUMBER: 763-5637
MISCELLANEOUS CLUSTER
2
CLUSTER INFORMATION
• REGULAR NURSE AIDE II CLUSTER
ALL INPATIENT AREAS
***Adlle to different unitstart times
SUPERVISOR: Mark ErberADMINISTRATIVE ASSISTANT: Pam SoltmanEDUCATIONAL COORDINATOR: Diane PihaijaCLUSTER PHONE NUMBER: 763-5637PUBLIC EMAIL: Nih
. TEMPORAR V NURSING ASSISTANT CLUSTER
ALL INPATIENT AREAS
**Aflere to different unitstart times
SUPERVISOR: Jan CrlsseyADMINISTRATIVE ASSISTANT: Pam SoitmanEDUCATIONAL COORDINATOR: Diane PlhaijaCLUSTER PHONE NUMBER: 763-5637PUBLIC EMAIL: Nih
. PA TJENTA TTENDANT CLUSTER
ALL INPATIENT AREAS
Start times:7:45am - 4:00pm
3:45pm - 12:OOmn11:45pm - 8:00am
SUPERVISORS: Joelle Moroz and Colleen KappADMINISTRATIVE ASSISTANT: Kathy HeatonEDUCATIONAL COORDINATOR: Rosemary SierackiCLUSTER PHONE NUMBER: 763-5637PUBLIC EMAIL: Nih
. CLERICAL CLUSTER
INPATIENT CLERICAL SERVICES
ALL INPATIENT AREAS
Start Times:11:30pm - 8:00am7:30am - 4:00pm
3:30pm- 12:OOmn
SUPERVISOR UH: Joelle MorozSUPERVISOR PPP: Colleen KappADMINISTRATIVE ASSISTANT: Jan ReschEDUCATIONAL COORDINATOR: Rosemary SierackiCLUSTER PHONE NUMBER: 936-6530PUBLIC EMAIL: BC65
3
CLUSTER INFORMATION
OUTPA TIENTNURSING SER VICES
• AMBULATORY CARE CLUSTER
ADULT & PEDIATRIC:SURGICALMEDICAL
SUPERVISOR ON SITE CLINICS: Charlene DaviesOBSTETRICSUPERVISOR OFF SITE CLINICS: Deanna Beyer
MISC. ADMINISTRATWE ASSISTANT: Matt MartinCLINICS & OFFSITE EDUCATIONAL COORDINATOR: Diane Pihaija
SATELLITES CLUSTER PHONE NUMBER: 936-1490PUBLIC EMAIL: NRP2
**Affiere to different clinicstart times
4
UNIVERSITY OF MICHIGAN HEAL TH SYSTEMCENTRAL STAFFING RESOURCE DEPARTMENT
MISSION STATEMENT:
Our mission is to supplement regular decentralized staffing at the University of MichiganHealth System using centralized, high quality, cost-effective, resources. We strive toprovide excellent service and leadership in all areas of supplemental staffmg services.
GOAL STATEMENT:
Our goal is to facilitate a safe and effective patient care environment by providingsupplemental staffing resources.
OBJECTIVES:
• Create / maintain a centralized float pool comprised of competent well-trainednurses, clerks and ancillary staff to supplement regular unit/clinic staffing
• Assist and support unit / clinic personnel in utilizing our services effectively
• Form a partnership with other UMHS team members in order to better serve ourcustomers by establishing and maintaining safe staffing standards
• Establish an institutional environment that recognizes the value of CSR staffingresources and supports the unique needs of CSR float staff
• Partner with nurse managers to develop and implement forecasting strategies for longterm unit staffing needs
• Partner with unit / clinic charge nurses on a shift by shift basis to solve exigent shortterm staffing problems
• Evaluate needs using data driven processes which result in the equitable, consistent,and cost effective allocation of staffing resources
• Coordinate system wide resource sharing, communication and problem solving
• Support current IJMPNC contract
• Reduce excessive institutional overtime
• Provide ongoing educational opportunities to all CSR employees
• Focus on continual improvement in all areas of the department
• Make customer satisfaction paramount
APPENDIX B
SURVEY FORMS
Follow up Phone Call Form B-iWorkload Analysis Form —Days B-2Workload Analysis Form —Evenings B-3Workload Analysis Form —Midnights B-4Workload Method Flow Chart B-5
Name:
UMHS Central Staffing Resource DepartmentFollow-up Phone Analysis
InOut
Date:
1 2 3 4 5
Shift:
>30 1 2 3 4 S
In1 2 3 4 5 — >30 1 2 3 4 5Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >301 2 3 4 5 —Out
In1 2 3 4 5 >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 — >30 1 2 3 4 5 —Out
In1 2 3 4 5 >30 1 2 3 4 5 —Out
In
[ Out1 2 3 4 5 >30 1 2 3 4 5
1 2 3 4 5 — >30 1 2 3 4 5 —
Comments:
I
End
Tim
e:W
ork
load
Ana
lysi
s-
Day
s
AN
SOS
AN
SOS
Wee
kly
InJO
ut-
Payr
oll
/F/
Uon
Sta
ffC
SRda
ily/
wee
kly
Ipr
into
utpr
oces
sing
/pa
yrol
lS
NPr
iori
ty/
inte
r-in
ter
arne
timec
ard
timec
ards
upda
teup
date
con
follo
wup
Bill
ing
accr
ual
sche
dule
E-m
ail
Phon
eac
tion
actio
nO
ther
Per
aX
ii
hC
I
GCIC
jC
AN
SOS
E-m
ail
InJO
ut-
Pay
roll
/F/
Uon
Tim
eS
taff
CSR
daily
/pr
ojec
ted
Ipr
oces
sing
/pa
yrol
lA
CS
SN
Prio
rity
Iof
fE
-in
ter-
inte
rai
ne
tim
ecar
dda
ilyst
aff
Bil
ling
upda
teco
nfo
llow
upbi
llin
gac
crua
lsc
hedu
lere
ques
tm
ail
Pho
neac
tion
acti
onO
ther
Per
Am
b
AN
SOS
Wee
kly
Post
Payr
oll /
E-m
alSc
hed
Vac
Sta
ffC
SR
daily
/pr
into
utpa
per-
payr
oll
recr
uit
F.l’O
/PT
OP
rior
ity
Ire
port
Cle
rkE
-in
ter-
inte
rda
me
tim
ecar
dup
date
CSR
UC
sfo
llow
upfi
llva
csh
ift
Aac
crua
lsc
hedu
lee-
mai
lG
PR
mai
lP
hone
acti
onac
tion
Oth
erP
er
C1c
4
AN
SOS
NA
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ut-
Payr
oll /
WC
Sta
ffC
SR
dail
y)w
eekl
ypr
oces
sing
/pa
yrol
lN
APA
payr
oll
Nur
seE
-in
ter-
inte
r“a
me
Lim
ecar
dup
date
PAda
ilyup
date
con
follo
wup
sche
dsc
hed
Payr
oll
grid
GPR
mai
lPh
one
actio
nac
tion
Oth
erPe
r
Star
tT
ime:
V
UM
HS
Cen
tral
Sta
ffin
gso
urc
eD
epar
tmen
t—
NA
,P
a
UM
HS
Cen
tral
Sta
ffii
kes
ourc
eii
epar
inie
nE
ndT
ime:
-W
orkl
oad
Ana
lysi
s-
Eve
s
AN
SOS
In/O
ut-
Payr
oll
/W
CS
taff
CSR
daily
/N
Apr
oces
sing
/pa
yrol
lN
APA
payr
oll
Nur
seE
-in
ter-
inte
r-N
ame
timec
ard
daily
PAda
ilyup
date
con
follo
wup
sche
dsc
hed
Payr
oll
grid
GPR
mai
lPh
one
actio
nac
tion
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erPe
r
NA
IPA
Ky
AN
SOS
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oll
Nur
seU
BT
Sta
ffC
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ilyI
wee
kend
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oll
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sew
eekl
yT
emp
inte
r-in
ter-
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etim
ecar
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ppor
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ckup
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labe
lsbo
nus
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ail
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eac
tion
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nO
ther
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AN
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SU
pdat
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erif
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ime-
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ily/
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ceM
ed/
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Abs
ence
card
onin
ter-
inte
r-N
ame
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ard
accr
ual
chea
tsh
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hedu
lere
port
pays
htPa
yrol
lE
-mai
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one
actio
nac
tion
Oth
erP
er
Dat
e:St
art T
ime
—•
•im.
.?.!
——
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ae:
Star
tT
ime:
End
Tim
e:W
orkl
oad
Ana
lysi
s-
Mid
AN
SO
SPa
yrol
lS
taff
CSR
daily
/w
eeke
ndC
lerk
inte
r-in
ter-
Nam
eti
mec
ard
supp
ort
payr
oll
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ail
Pho
neac
tion
actio
nO
ther
-_P
er
1 Irim
-
AN
SO
SA
NSO
SW
eeki
yIn
/Out
-S
ched
Sta
ffC
SR
daily
/w
eekl
y/
prin
tout
Per
sonn
elpr
oces
sing
/C
lerk
PTO
/H
olid
ayE
-in
ter-
inte
r-N
ame
tim
ecar
dti
mec
ards
upda
tepa
perw
ork
upda
teco
nS
ched
shif
tz
sche
dule
mai
lP
hone
acti
onac
tion
Oth
erPe
r
Wan
da
AN
SO
SA
NSO
SW
eekl
yP
ayro
llSt
aff
CSR
dail
y/
wee
kly
/pr
into
utw
eeke
ndin
ter-
inte
r-N
ame
tim
ecar
dti
mec
ards
upda
tesu
ppor
tE
-mai
lP
hone
acti
onac
tion
Oth
erP
er
Me
Wor
kloa
dA
naly
sis
Met
hod
•O
ptim
izin
gth
enu
mbe
rof
wor
kers
base
don
tim
e(h
ours
)re
quir
edto
mee
t the
need
Num
ber
•T
ask
requ
irem
ents
Ana
lysi
sof.
chec
ks
Hou
rspe
rw
orke
rpe
rsh
ift
Bee
pers
&W
orks
heet
s
Em
ploy
eeS
prea
dshe
et
Tot
alE
mpl
oyee
Hou
rsP
erSh
ift/8
APPENDIX C
FLOW CHARTS
Monthly Activities Flow Chart C-iDaily Activities Flow Chart C-2
Monthly Activities
Get Tern or Get Permanent
Nurses Availability Nurses Schedulefrom Supervisor
Enter Names by Hand intoBooks
(permanent nurses first)
Unit Shortage Requests areHanded into CSR
Priorities are calculated inEXCEL
Match Nurses to Units byHand in Scheduling Books
Enter Final Schedule intoANSOS
Cross-check/verifyScheduling Books with
ANSOS
Print Weekly Updates andre-check Scheduling Books
with ANSOS
Dai
lyA
ctiv
itie
s
E-m
ail
Mes
sage
Pho
neC
all
-
Rec
eive
Uni
tN
urse
sre
ques
tU
nant
icip
ated
Sick
Nur
seC
ance
llat
ion
OT
Hou
rsN
eed
Cut
Hou
rs/
Ter
min
atio
n
APPENDIX D
ANAYLSIS OF FOLLOW- UP PHONE CALLS
Overall Percent of Follow-up Calls by Shift
Percent of Follow-up Calls for Day Shift
80.00
70.00
60.00
____________
‘50.00
4O.00
30.00
ho.oo10.00
0.00
1 2 3 4 5 6 7+
Number of Follow-up Calls
Percent of Follow-up Calls for Evening Shift
100.00
80.00 —
C.)‘ 60.004)0).5 40.00C
20.004)
4)0
0.00
1 2 3 4 5 6 7÷
Number of Follow-up Calls
Percent of Follow-up Calls for Evening Shift
100.00
80.000o 60.00a)0) 1HzE:.5 40.00Ca)
20.00a)a.
0.00
1 2 3 4 5 6 7+
Number of Follow-up Calls
APPENDIX E
WORKLOAD ANAYLSIS DATA
Workload Analysis by Task E-1Workload Analysis Overall E-2Workload Analysis Day Shift E-3Workload Analysis Evening Shift E-4Workload Analysis Midnight Shift E-5Employee Data Sheets & Charts
Wor
kloa
dA
naly
sis
-FT
E’S
byT
ask
ASK
S(h
ours
lday
)C
aria
Pat
tie
Mad
IJa
nP
amID
ebra
Kat
hyJe
rri
Con
nie
Wan
daje
TO
TA
LFT
ES
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ing
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daily
time
card
0.82
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520.
700.
570.
52.
332.
1.20
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ards
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10.
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lerk
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Workload AnalysisFTEs By Task
t31—IEmail 0.76LnrPayroll Weekend Support 0.49
Clerk Sched 0.34
Clerk Payroll 0.29—I,Personal 0.25—AnSOS/weekly timecards 0.21
iNurse Placement 0.17
Daily Sched Changes 0.13
Temp onus 0.12
NA Sched 0.10
Personnel paperwork 0.09-pp
PA daily 0.08
E-mail recruit fill vac 0.06
PA Sched 0.05
Verify Med/Sur Schedule 0.04
Clerk GPR 0.02
Vac report e-mail 0.02ju -
Billing 0.00kNurse GPR 0.00
Post paper CSR UC’s 0.0
Time off request 0.00
Update Office Cheat Sheet 0.00
..
TOTAL FTES 12.6
C
Workload Analysis-Day Shift FrEs
TASKS (hours/day) Carla Pattie Mafl I Jan Pam Debra I TOTAL IHrs/Yea1 FTESACS Billing 0.00 0.0 0. 0.0 0.00 0.00 0.00 0 0.00ANSOS/daily time card 0.82 1.0 0. 0.7 0.57 0.57 4.27 1109.8 0.53AnSOSlweekly timecards 0.91 0. 0. 0.0 0.00 0.07 1.31 341.64 0.16Billing 0.00 0. 0. 0.0 0. 0. 0. 0 0.00Clerk GPR 0.00 0. 0. 0. 0. 0. 0.1 47.492 0.02Clerk Payroll 0.00 0. 0. 0.0 0. 0. 0. 0 0.00Clerk Sched 0.00 0. 0. 0.0 0. 0. 0. 0 0.00CSR interaction 0.76 1.1 0.7 0.87 0. 1. 5. 1462.3 0.70Daily Sched Changes 0.00 0. 1. 0.0 0. 0. 1. 279.58 0.13Email 0.38 0. 0.64 0.6 0. 0.77 3. 4 869.46 0.42E-mail projected! daily staff 0.00 0. 0.83 0.00 0. 0.17 1. 259.7 0.12E-mail recruit fill vac 0.00 0. 0.00 0.45 0. 0.00 0.4 118.06 0.06F/U on SN accrual 0.19 0.04 0.00 0.00 0. 0.00 0. 60.022 0.03Holiday Sched 0.00 0.00 0.00 0.00 0.00 0.00 0. 0 0.00n/Out processing update 0.61 0.21 0.12 0.00 0.08 0.19 1.20 310.77 0.15
Morning Sick Calls 0.00 0.00 0.90 0.00 0.00 0.00 0.90 234.67 0.11NA daily 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00NA Sched 0.00 0.00 0.00 0.00 0.59 0.18 0.77 200.84 0.10NA Weekly Update 0.00 0.00 0.00 0.00 0.08 0.10 0.18 47.667 0.02Nurse GPR 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00Nurse Payroll Backup 0.00 0.00 0.00 0.0 0.00 0.00 0.00 0 0.00Nurse Placement 0.00 0.00 0.00 0.0 0.00 0.00 0.00 0 0.00Other 0.92 0.77 0.00 0. 0.92 0.53 3.14 816.51 0.39PA daily 0.00 0.00 0.00 0. 0.16 0.00 0.16 42.505 0.02PA Sched 0.00 0.00 0.00 0. 0.13 0.1 0.24 62.633 0.03Payroll 0.00 0.00 0.00 0. 0.42 0.00 0.42 108.7 0.05Payroll Weekend Support 0.00 0. 0.00 0. 0.00 0.00 0.00 0 0.00Payroll/payroll followup 0.56 0.4 0.41 0.50 0.13 0.19 2.28 591.97 0.28Personal 0.11 0.07 0.38 0.19 0.17 0.00 0.93 240.72 0.12Personnel paperwork 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00Phone 1.42 1.18 1.08 0.71 1.28 0.86 6.52 1695.7 0.82Post paper CSR UC’s 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00Priority/Schedule 0.41 1.50 1.69 0.68 0.00 0.59 4.87 1266.6 0.61PTO Accrual 0.00 0.00 0.00 0.22 0.00 0.00 0.22 58.011 0.03Sched Book 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00Sched Change 0.00 0.00 0.00 0.80 0.00 0.00 0.80 208.98 0.10Sched PTO/shift change 0.00 0.00 0.00 0.26 0.00 0.00 0.26 66.767 0.03Staff interaction 0.74 0.19 0.44 0.49 0.34 0.39 2.60 675.58 0.32Temp Bonus 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0.00Time Card on Pay Sheet 0.00 0.00 0.00 0.00 0.00 0.0 0.00 0 0.00Time off request 0.00 0.00 0.00 0.00 0.00 0.0 0.00 0 0.00Training 0.00 0.00 0.00 0.00 0.0 0.0 0.00 0 0.00UBT Weekly Labels 0.00 0.00 0.00 0.00 0.0 0.00 0.00 0 0.00UC Absence Report 0.00 0.00 0.00 0.00 0.0 0.00 0.00 0 0.00Update Office Cheat Sheet 0.00 0.00 0.00 0.00 0.0 0.00 0.00 0 0.00Vac report e-mail 0.00 0.00 0.00 0.16 0.0 0.00 0.16 40.931 0.02Verify Med/Sur Schedule 0.00 0.00 0.00 0.00 0.0 0.00 0.00 0 0.00WC payroll grid 0.00 0.00 0.00 0.00 0.0 0.00 0.00 0 0.00Weekly printout update 0.09 0.00 0.00 0.15 0.00 0.05 0.29 76.24 0.04
Workload Analysis -
Evening Shift FTEs
TASKS (hourslday) [ Kathy Jerri Connie I Brandy FTESACS Billing 000 0 00 0 00 000 0 00 000ANSOS/daily time card 2 33 2 12 1 20 2 61 8 26 1 03AnSOSIweekly timecards 0.00 0.00 0.00 0.00 0.00 0.00Billing 0.00 0.00 0.00 0.00 0.00 0.00Clerk GPR 0.00 0.00 0.00 0.00 0.00 0.00Clerk Payroll 0.00 0.00 0.00 0.00 0.00 0.00Clerk Sched 0.00 0.00 0.00 0.00 0.00 0.00CSR interaction 0.52 0.89 0.64 0.34 2.39 0.30Daily Sched Changes 0.00 0.00 0.00 0.00 0.00 0.00Email 0.84 0.09 0.48 0.33 1.74 0.22E-mail projected? daily staff -0.00 0.00 0.00 0.00 0.00 0.00E-mail recruit fill vac 0.00 0.00 0.00 0.00 0.00 0.00F/U on SN accrual 0.00 0.00 0.00 0.00 0.00 0.00Holiday Sched 0.00 0.00 0.00 0.00 0.00 0.00In/Out processing update 0.38 0.00 0.00 0.00 0.38 0.05Morning Sick Calls 0.00 0.00 0.00 0.00 0.00 0.00NA daily 0.00 0.00 0.00 0.00 0.00 0.00NA Sched 0.00 0.00 0.00 0.00 0.00 0.00NA Weekly Update 0.00 0.00 0.00 0.00 0.00 0.00Nurse GPR 0.00 0.00 0.00 0.00 0.00 0.00Nurse Payroll Backup 0.00 0.00 0.00 0.00 0.00 0.00Nurse Placement 0.00 0.00 0.00 0.00 0.00 0.00Other 1.48 0.83 1.00 0.65 3.96 0.50PA daily 0.44 0.00 0.00 0.00 0.44 0.05PA Sched 0.13 0.00 0.00 0.00 0.13 0.02Payroll 1.17 0.00 0.00 0.89 2.06 0.26Payroll Weekend Support 0.00 1.08 0.00 0.00 1.08 0.14Payroll/payroll followup 0.00 0.00 0.00 0.00 0.00 0.00Personal 0.00 0.00 0.04 0.05 0.09 0.01Personnel paperwork 0.00 0.00 0.00 0.00 0.00 0.00Phone 0.62 0.84 1.13 1.52 4.11 0.51Post paper CSR UC’s 0.00 0.00 0.00 0.00 0.00 0.00Priority/Schedule 0.00 0.00 0.00 0.00 0.00 0.00PTO Accrual 0.00 0.00 0.00 0.38 0.38 0.05Sched Book 0.00 0.00 1.95 0.00 1.95 0.24Sched Change 0.00 0.00 0.00 0.00 0.00 0.00Sched PTO/shift change 0.00 0.00 0.00 0.00 0.00 0.00Staff interaction 0.10 0.67 0.00 0.58 1.35 0.17Temp Bonus 0.00 0.59 0.35 0.00 0.94 0.12Time Card on Pay Sheet 0.00 0.00 0.00 0.00 0.00 0.00Time off request 0.00 0.00 0.00 0.00 0.00 0.00Training 0.00 0.23 0.12 0.00 0.35 0.04UBT Weekly Labels 0.00 0.65 0.52 0.00 1.17 0.15UC Absence Report 0.00 0.00 0.00 0.00 0.00 0.00Update Office Cheat Sheet 0.00 0.00 0.00 0.00 0.00 0.00Vac report e-mail 0.00 0.00 0.00 0.00 0.00 0.00Verify Med/Sur Schedule 0.00 0.00 0.00 0.32 0.32 0.04WC payroll grid 0.00 0.00 0.00 0.00 0.00 0.00Weekly printout update 0.00 0.00 0.00 0.00 0.00 0.OÔ
Workload Analysis -
Midnight Shift FTEs
TASKS (hours/day) Tim I Wanda I Marie I I FTESACS Billing 0.00 0.00 0.00 0.00 0.00ANSOS/dailytimecard 0.94 0.05 0.17 1.16 0.15AnSOS/weekly timecards 0.00 0.00 0.38 0.38 0.05Billing 0.00 0.00 0.00 0.00 0.00Clerk GPR 0.00 0.00 0.00 0.00 0.00Clerk Payroll 2.29 0.00 0.00 2.29 0.29Clerk Sched 0.00 2.72 0.00 2.72 0.34CSR interaction 0.54 1.16 0.33 2.03 0.25Daily Sched Changes 0.00 0.00 0.00 0.00 0.00Email 0.33 0.56 0.13 1.02 0.13E-mail projected! daily staff 0.00 0.00 0.00 0.00 0.00E-mail recruit fill vac 0.00 0.00 0.00 0.00 0.00F/U on SN accrual 0.00 0.00 0.00 0.00 0.00Holiday Sched 0.00 0.50 0.00 0.50 0.06In/Out processing update 0.00 1.21 0.00 1.21 0.15Morning Sick Calls 0.00 0.00 0.00 0.00 0.00NA daily 0.00 0.00 0.00 0.00 0.00NA Sched 0.00 0.00 0.00 0.00 0.00NA Weekly Update 0.00 0.00 0.00 0.00 0.00Nurse GPR 0.00 0.00 0.00 0.00 0.00Nurse Payroll Backup 0.00 0.00 0.00 0.00 0.00Nurse Placement 0.94 0.39 0.00 1.33 0.17Other 1.03 0.18 0.00 1.21 0.15PA daily 0.00 0.00 0.00 0.00 0.00PA Sched 0.00 0.00 0.00 0.00 0.00Payroll 0.00 0.00 0.00 0.00 0.00Payroll Weekend Support 0.00 0.00 2.87 2.87 0.36Payroll/payroll followup 0.00 0.00 0.00 0.00 0.00Personal 0.02 0.23 0.70 0.95 0.12Personnel paperwork 0.00 0.72 0.00 0.72 0.09Phone 1.45 0.53 0.97 2.95 0.37Post paper CSR UC’s 0.00 0.00 0.00 0.00 0.00Priority/Schedule 0.00 0.00 0.00 0.00 0.00PTO Accrual 0.00 0.00 0.00 0.00 0.00Sched Book 0.00 0.00 0.00 0.00 0.00Sched Change 0.00 0.00 0.00 0.00 0.00Sched_PTO/shift change 0.00 0.46 0.00 0.46 0.06Staff interaction 0.79 1.03 1.48 3.30 0.41Temp Bonus 0.00 0.00 0.00 0.00 0.00Time Card on Pay Sheet 0.00 0.00 0.00 0.00 0.00Time off request 0.00 0.00 0.00 0.00 0.00Training 0.00 0.00 0.00 0.00 0.00UBT Weekly Labels 0.00 0.00 0.00 0.00 0.00UC Absence Report 0.00 0.00 0.00 0.00 0.00Update Office Cheat Sheet 0.00 0.00 0.00 0.00 0.00Vac report e-mail 0.00 0.00 0.00 0.00 0.00Verify Med/Sur Schedule 0.00 0.00 0.00 0.00 0.00WC payroll grid 0.00 0.00 0.00 0.00 0.00Weekly printout update 0.00 0.45 0.97 1.42 0.18
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Workload Analysis -
Evening ShiftKathy Heaton
Kathy Date I 27-Oct-981 28-Oct-9 01-Nov-98116-Nov-981 TOTALJerage Shift LengthHoursl 32.00 8.00a _ s —-c
Task %ofTotaANSOS/daily timecard 14 24. 0.31578NA daily 0.PA daily 5. 0.06578n/Out processing/update coi 4. 0.05263
Payroll/Payroll Followup 0.NA Sched 0.PASched 0 0 1 1. 0.013158Payroll 0 8. 0.10526WC payroll grid 0 0 0.Nurse GPR 0 0 0.
-mail 3 4 2 9. 0.118421Phone 2 6. 0.078947
taft Interaction 0 1. 0.013158SR Interaction 2 5. 0.065789
Other 4 3 4 13.00 0.171053Per 0 0 0.00 0TOTAL 21.00 26.00 13.00 16.00 76.00
- —-- -: ..-
Percent of tasksANSOS/daily timecard 0.10 0.54 0. 0. 1.NA Weekly Update 0.00 0.00 0.00 0.00 0.00PA daily 0.14 0. 0.00 0.00 0.2n/Out processing/update co 0.1 0. 0.00 0.00 0.1
Payroll/Payroll Followup 0. 0. 0. 0.00 — 0.00NA Sched 0. 0. 0. 0.00PA Sched 0. 0. 0. 0.0Payroll 0. 0. 0. 0.00WC payroll grid 0. 0. 0. 0.00Nurse GPR 0. 0. 0. 0.00 —
E-mail 0.14 0. 0. 0.1 — 4Phone 0. 0.08 0. 0.Staff Interaction 0. 0.00 0. 0.00CSR Interaction 0. 0.04 0. 0.1Other 0. 0. 0. 0.13 0.7Per 0. 0.00 0. 0.00 0.00
*ours of Day — Average Hours Per ShiftNSOS/daily timecard 0.7 — 4 1 1. 3.00 9.30 0.290636 2.33 ANSOS/daiymecardA Weekly Update 0.00 — 0. 0.00 0.00 0 0.00 NA Weekly Update
P daily 1. 4 — 0. 0.00 1.76 0.05494 0.44 PA dailyOut processing/update coi — 1. — 0. 0.00 1. 0.0476 1 0.38 In/Out processing/update con
P vroll/Payroll Followup — — 0. 0. 0. 0.00 Payroll/Pa roll FollowuSched 0. 0. 0. 0.00 NA Sched
PA Sched — — 0. 0. 0. 0.01562 0.13 PA SchedP vroll 4. 0. 4. 0.1465 1.17 Payroll
C payroll grid — 0 — 0. 0. 0. 0.00 WC payrol gridurse GPR — — 0. 0. 0. 0.00 Nurse GPR-mail 1.1 1 0.00 1.00 3. 0.10542 0.84 E-mail
Phone 0.38 — 0.00 1.50 2. 0.078011 0.62 Phoneaft Interaction 0.38 0.00 0.00 0.00 0. 0.011905 0.10 Staff Interaction
CSR Interaction 0.7 0.3 0.00 1.00 2. 0.064675 0.52 CSR InteractionOther 1.5 0.9 2.4 1.00 5.91 0.184638 1.48 OtherPer 0.00 0.00 000 0.00 0.00 0 0.00 Personal
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APPENDIX F
ARTICLE ON ACCESS BUG
NkCou
One Week View
ILfl(
Enterprise Computing
Data bug infestationBy Mike RicciutiStaff Writer, CNET News.comAugust28, 1998, 11:55a.m. PT
A recently discovered bug seems to be multiplying, at least fromMicrosoft’s step-by-step concessions. On successive days this week,executives admitted that the Access problem exists, that it affects allversions of the popular database, and that it is more deeply infested inother products.
Data access. bu affects JetA btig.affecbng irosa1rs Access database alsoaffects a widely used database engine, dramaticallyexpanding the potential scope of the probIem
Data bug in all versions of AccessData bug in aft versions of Access Microsoftacknowledges that a nasty bug discovered lastweek affects more versions of its Access databasethan it originally thought.
Microsoft database loses recordsA bug found in Microsoft Access by a developer lastweek—and repeatedly reproduced sincethen—affects the way database records arechanged.
Do you want to know more?View story in The BI! Picture Email this stan, to a friendGo to Mesae BoardsSearch News.com
Click 1o arinter-tiiendb lonsat
Enterprise ComutinNo new articles.
CommunicationsEarthLink up on possibleSprint buvout
U.S. Cable & Wirelesschief quits
The NetNetscaoe. Infoseekreshaoe deal
Man admits scammingmillions from ISPs, telcos
IBM eyes diaital musicdelivery
Banyan might spin offphone directory
Pixar shares up on movierelease
Clinton, Gore to promotee-commerce
Personal TechnologyC-Cube sets set-topstrategy
Microsoft drives gameadd-ons
AUCOt,
disolav on desktop
1 of 3 11/29/98 11:53 PM
APPENDIX G
TIME MANAGEMENT TOOLS
Overview
Time Management
Staffing Office routines are based on a 28-day cycle and comprised ofdaily, weekly, twice-weekly, biweekly, and monthly activities. Thereare also qtzarterly and yearly activities that are not based on theANSOS 28-day calendar. AU of these activities together make a“timeline” for when certain ANSOS tasks must get done.
What You Will Learn in this Chapter V
This chapter spells out the best suggestions for staying on-tracktimewise while working in ANSOS.
KEY
CONCEPT
The actMties and functions in a 28-day ANSOS cycle vary somewhat fromfacility to facility. The information presented in this chapter is an exampleof one way the 28-day cycle can be divided in temis of these activities andfunctions.
If you’re unsure how your facility handles the 28-day ANSOS calendarcycle, contact your supervisor.
March27, 1997 Time Management Page 3.1
Daily Activities (cont’d) 7Back-up Data
For more information on this topic, see Chapter 10: Historical Data(Back-Up).
1. Back up your work (all data) at the end of every shift.
RegistryFor more information on this topic, see Chapter 13: Registry.
1. Check for registry usage for hospital.
2. Enter first-time registry staff into ANSOS via the Controllerfunction.
3. Check all registry entries (from registry sheets) against ANSOS tobe sure they have appropriate codes.
4. Code registry sheets with appropriate data, e.g., cost center,hours worked.
March 27, 1997 Time Management Page 3.3
Twice-Weekly Activities IThe following are examples only of twice-weekly ANSOS tasks. Yourtwice-weekly activities may differ.
Staffing Worksheets1. Print projected staffing worksheet three (3) to five (5) days ahead.
2. Review projections; note extra shifts, availabilities and on-callstaff.
3. Note anticipated staffing needs and confirm adequate skill mixfor all shifts.
Biweekly ActivitiesThe following are examples only of bi-weekly ANSOS tasks. Your biweekly activities may differ.
1. Run the Timecard module.
2. Verify that time card changes have been entered into ANSOS.
3. Run the New Hire/Termination/Turnover report and then runany or all of the following reports:
• Third Weekend• Overtime• Doubletime• Activity Summary• Non-Productive
4. Run the following reports after timecards are run:
• Sick Leave• Orientation• Educational Leave• Registzy• Supervisor Activity Summary
5. Run the Bi-Weekly Productivity report.
March 27, 1997 Time Management Page 3.5
Quarterly Activities 7The following ale examples only of quarterly ANSOS tasks. Yourquarterly activities may differ.
1. Update the Seniority list.
2. Change USERIDs.
3. Run Quarterly Attendance Report (see Chapter 7: ManagementReports for more details).
Yearly Activities 7The following are examples only ofyearly ANSOS tasks. Your yearlyactivities may differ.
1. Update salary information per contract changes.
2. Print and post Plan Sheets for Vacation Calendars.
3. Do the annual back-up for the previous year.
4. Enter pre-approved vacations.
March 27, 1997 Time Management Page 3.7
APPENDIX H
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