Closed atdservicebot closed 3 weeks ago
Looking at 26 bit badge with bar code on the back
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)
Contact: Jose (Joey) H. - Electric Metering (similar to AMD)
Contact: Nikki F.
DTS is planning on ordering tablets for SBO
Question: Do field techs log in for leave requests in UKG?
Greg emailed us this document after the meeting.
Sign-in sheets are used by management in SBO to record employee attendance. Supervisors and superintendents also use sign-in sheets to review and adjust their employee’s UKG timecards.
With the current process, each employee in a work group writes down on the sheet when they begin and end their shift. The work group’s superintendent then reviews the sign-in sheet for accuracy, and then scans it and sends it to Operations Consulting for recordkeeping. The process can be cumbersome and requires Ops Consulting to coordinate with 9 different superintendents to make sure their sheets are fully completed and sent in a timely manner. UER Time Clock Trial
Over the past month, Ops consulting and UER have been trialing an electronic time clock system to replace physical sign-in sheets. Each employee in UER retrieves an RFID badge from their supervisor’s office and swipes the badge across a time clock to punch in and out. Towards the end of the week, Ops consulting analyzes all of the punches and makes note of the missed punches and double punches. They then create 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. Drawbacks discovered during UER Trial
This program has been a great success, and UER has given overwhelmingly positive feedback, but the backend required to implement this time clock across SBO is not feasible. SBO is made up of 9 different work groups spread across 4 separate locations. Without heavy network implementation, these time clocks are limited to a single Wi-Fi network. They also require a computer acting as a database to store the punches and run the software, as well as an administrator to maintain the computer and pull the reports. This could potentially mean using 9 different computers, each acting as a database for a single work group.
A similar time clock system that instead utilizes cloud software will be much more manageable and efficient. It wouldn’t need the physical infrastructure the previous time clock program would need, nor would it need the people to maintain it. Advantages of a cloud-based system:
To implement this system, SBO will need nine timeclocks (one for each work group). There is also a reoccurring monthly fee associated with using the cloud software, but the ease of use is well worth it. Below are the three timeclocks Operations Consulting have chosen. Any three of these will successfully automate attendance tracking and reduce the superintendents’ workload.
$179 per clock
x 9 clocks = $1,611
$174
for unlimited employees + $12 for each clock over the first two
= $258/month
.$4,707
. $3,096
.$199 per clock
x 9 clocks = $1,791
$100
for 100 to 250 employees + $10 per time clock beyond the first
= $180
/month.$3,951
. Reoccurring annual cost estimate: $2,160
.Recapping for Dave what was discussed in the last meeting
INC0394268
System Info:
Features
Access
An email has been sent to Chris A. for further assistance. Thank you.
Christina, the test environment is being used for workday testing and is not available at this time. I will bring it up in our core team call on Tuesday to see what can be done
I luckily was on a email thread with one of the BSD Directors and asked about my CTM Ticket I put into BSD. INC0394268
.
Received a call from Christopher A. (BSD), he said
So I'm guessing...
6/17/2024:
Questions: What is the current path to a solution?
@maccallump The current path is to continue with the re-fresh training of UKG provided by HR/Admin team. I was still getting all the details about the badging readers from BSD (whether they can do the reporting piece, that's critical bc if they can't this won't be a viable option) before we can make decisions about our path.
I had reached out to BSD, Christopher . and he was supposed to get back to me about whether the vendor could do scheduled reports with the badge reader system. I need to follow-up with him again.
We assessed the system and the software required to run an automatic report is not available in this version of the C-Cure system we are using. You can install a reader in an area and staff can scan their badge, but someone from the security staff would have to run a daily or weekly report. The second issue is developing a firewall to give you access to your information. The system was not designed to be a timekeeper. I think a time clock would work better. Please give me a call if you have any questions.
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
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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