dianamartin
commented
3 months ago 5/6/24
- [x] Emailed Ben E. (BSD), Chief Admin Officer, he put me in touch with Christopher A. (BSD)
- [x] Called Christopher and synced on what our stakeholders were trying to do
Meeting Notes
- Badge Types: HID iclass reader - example
- Our badges are non-RFID
- ability to read by different card readers
Looking at 26 bit badge with bar code on the back
Badge Reports
- Normally reports provided only if HR has an escalation
- Investigation going on
AE/AW - not standardized
- Library
- Aviation
- That is a project they’re working on now to standardize those readers
Building Services - 70% of badges that work throughout the city
Discussed talking to the vendor to see if there’s a way to get the reports (remotely for stakeholders)
- Initial thought: badge reader affixed to a wall and get badges to scan at those locations
- I told him SBO was interested in 9 locations around the city
- He’d talk to the vendor to see what the cost to do something like that is
- They had an internal process where they have security officers needing to go to specific doors at night and they do a similar process.
- He’ll get back with me in a couple of days
ChristinaTremel
maccallump
The current system of tracking attendance in SBO is antiquated and cumbersome. It requires ten superintendents across four locations printing multiple sign-in sheets every day and having their line staff write down: time in, time out, total hours, time code, and a signature.
These superintendents are responsible for reviewing the sign-in sheets and filling in any missing information. They scan a total of eighteen sign-in sheets and send them to Operations Consulting, where the sheets are again reviewed for accuracy and completion. Once Operations Consulting has assessed the status of each sign-in sheet (On time, complete, incomplete, or missing), they then either contact the superintendent to get the sheet completed, or they file the document into a database for storage.
This process has many steps and requires all parties to be punctual and steadfast in their participation. When the process is not executed as intended, accurate attendance tracking begins to drop.
Operations Consulting began searching for a solution that would incorporate the positive aspects of the UER Compumatic trial (See workarounds section below) while replacing the infrastructure and staff needed to maintain it on a larger scale. A cloud-based timeclock system is the solution identified.
The solution should contain the following parameters: • Painless punch in/ punch out process for end users, preferably using an RFID or COA badge. • Adjustable user interface for employees and managers. • Vendor-provided back-end support for cloud storage and cloud application(s). • Attendance information that is easily comparable with UKG. • A function for managers to pull multiple types of attendance reports. • Transparent, secure data collection that must be provided and destroyed at contract termination.
The solution will be considered successful once a better solution is implemented, and sign-in sheets are no longer needed.
Everyone in SBO (250+ People). That will consist of roughly 20 people in a managerial role and 230 people in an employee role.
David Andersen
['None']
['None']
Operations Consulting implemented a trial run of an electronic timeclock with the UER work group to investigate replacing the use of sign-in sheets. This timeclock, the Compumatic XLS 21 v2, requires a power source and an ethernet cable attached to a computer running the CompuTime 101 database software. To use this device, each employee retrieves an RFID badge from their supervisor’s office and swipes the badge across the time clock to punch in or out. Afterwards, the employee replaces the badge in the supervisor’s office. This process requires the employee to interact with the supervisor and makes a time stamp at an exact time. Towards the end of the work week, Operations Consulting analyzes all the time punches and highlights missed punches and/or double punches for supervisors. They then create attendance reports using the time clock software and send them to UER’s superintendent and supervisors. UER’s management can then use the reports to audit their crew’s attendance and UKG time entries. This trial run of the Compumatic time clock system has been considered a success after receiving overwhelmingly positive feedback from UER’s management team.
Ops Consulting did however discover several detractors when considering implementation on a larger scale. While the timeclock is Wi-Fi capable, Ops Consulting was never able to utilize the Wi-Fi. Even after whitelisting the device, the timeclock still would not wirelessly connect to the local network. When considering the size of SBO, a minimum of nine timeclocks would be needed, and those clocks would be installed across several different buildings and networks. SBO does not have the support staff necessary to maintain such a system, especially if these systems have to use individual databases. Beyond the networking, infrastructure, and coordination necessary to connect these different systems together, it would also require staff to create reports and audit punch accuracy.
TLDR: The timeclock trial worked great at a work group scale (35 people in one building) but hit a roadblock at a larger implementation.
Identifying a solution and implementing it at a brisk pace would be ideal, but as long as steady progress is made, we are flexible.
To my knowledge, other departments use systems that have been developed by DTS or they only use UKG (which records hours worked but not attendance).
Attachment (13.96kb)
Request ID: DTS24-114610