MERIDIAN
Information
pathways for
everyday
operations



What is Meridian?
¨  Re-engineering business processes
Meridian
¨  Implementing technology to support
is the
electronic processes & document
improvement
of processes
management

¨  Managing this change across campus

¨  Creating a cohesive services model to
best meet delivery of business processes


Meridian Results
¨  Better student, faculty & staff
Meridian
experience
is the
improvement
¨  Efficient administrative processes
of processes
¨  Accurate & timely data for meaningful

decisions

¨  A fresh look at how we do our jobs


Business Process Vision
Mines of Today
Mines using Meridian
¨ 
Paper-based forms
¨ 
Re-engineered processes with stakeholder
involvement
¨ 
Poor data accuracy caused by missing or
incorrect data/signatures
¨ 
Reduced waste
¨ 
Added value
¨ 
Questionable timeliness & veracity of
form delivery
¨ 
Improved routing & transit times
¨
¨

Few posted instructions for processes

Increased accuracy
¨ 
Improved transparency & communication
¨ 
Little to no notification on progress
¨ 
Campus environment dedicated to
¨ 
Staff that have diverse duties (‘jack of all
improving the student experience
trades’)
¨ 
Staff with deeper expertise in
operational functions

Why Should I Care?
¨  Students
Improved
¤  Electronic approvals
Services
¤  Real-time transaction status
¨  Faculty and Staff
Engaged
Campus
¤  Ownership of streamlined processes
¤  Minimize process redundancies
Value-Added
¤  Data quality improvement
Culture
¨  All of Us
¤  Ability to design, improve, and implement business processes

¤  Efficient document management and retention
¤  Ability to respond to change and new initiatives

What is the Technology?
¨  Electronic Data Capture
An integrated
¤  Context aware
Enterprise
Content
Management
¨  Workflow
solution
¤  Routing & approvals


¨

  Document Management
¤  Includes retention rules

Re-engineering Exercise
¨  Goal: maximize output of product
¨  Play:
¤  Table facilitator demos each station in the process
¤  Play: 1 minute to produce product using process
¤  Re-engineer: 1 minute to redo process with anything in room
¤  Repeat 2 times to see which round is best; then bonus round
¤  Listen to the bell to know when to start/stop play & perform
re-engineering

Products Counts (similar experience?)
¨  Round 1: 4-8 (often more than round 2)
¨  Round 2: 4-8 (often less than round 1)
¨  Round 3: greater than round 2? Less than round 2?
¨  Round 4: 12 or greater (often the most)

Discussion Questions
¨  What was happening during your round with the
lowest product count?
¨  Why did Round 4 have the highest product count?
¨  What changes did you make during re-engineering
and why?
¨  Did you think about waste, task order, timing during
re-engineering? If so, how?

Exercise Results – Did you experience…
¨  Play 2 tended to be the worst, later play better
¨  Consolidation of jobs (touch points)
¨  Creation of new jobs (distribution)
¨  Become an expert at your job
¨  Learn more about the entire process
¨  Remove unnecessary steps
¨  Timing/order of events change (e.g. move quality control)
¨  Use different resources than you started with

Re-engineering Questions
¨  Why am I doing this?
¨  Does this need to be done?
¨  How do I improve this?

Understand and Accept Change

Cohesive Service Models
¨  Re-engineering a process could result in
implementing cohesive service models
¤  Processing Service Center
¤  Knowledge Service Center

Types of Cohesive Services Model
Processing Service Centers
Knowledge Service Centers
¨  Focus on consistency,
¨  Focus on in-depth
efficiency & quality of
expertise of service
service
¨  Example: Processing
¨  Example: Trefny
travel forms
Innovative Instruction
Center

Benefits of Meridian
¨  Economic – higher productivity, economies of scale
achieved
¨  Strategic – understands & meets increased demand
¨  Quality – reduces errors, improves decision making
¨  Speed – lowers cycle times, develops expertise &
innovation

Next Steps
¨  Assess & prioritize processes
¨  Implement technology
¨  Training
¨  Re-engineer
¨  Assess where & what cohesive service models to use


MERIDIA Meri
N dian

Information Pathways for Everyday
Operations
Dave Lee – CCIT

Katy Ginger – A&O
Vicki Nichol – A&O

Brenda Chergo – CECS
Jill Robertson – Financial Aid
Corey Wahl – Registrar
Email: meridian@mines.edu
Dahl Grayckowski – Registrar
Clayton Durkee – CCIT
URL: http://inside.mines.edu/Meridian-Home


Types of Process/Work Flows

Cohesive Services Model
¨  Business model leveraging organizational groups or
individuals to provide services resulting in higher quality
service with agreed upon customer-service levels
¨  Drives economies of scale by utilizing staff keenly
skilled in the service area resulting in streamlined
operational processes