Kogawa Consulting Ltd.
(includes: System Implementation/Business Process Redesign/Organizational Change Management)
In collaboration with other industry players a new Tariff Bill Code was developed. This created a need to implement new technology and business processes to support the change in billing to meter read based from load settlement. All market players were mandated to implement solutions across the province on the same date.
The program was comprised of three distinctive streams. The first stream involved Business Subject Matter Experts, Process Redesign and Architecture team who collaborated with other market participants to develop the legislation. The second stream, implemented an enterprise software called SAP-Utilities to meet the new requirements. The third stream focused on changing legacy applications to support new and changing business processes. Quality assurance during user acceptance testing was successful internally and externally with industry wide testing, creating a solid solution.
The overall program completed on schedule and implemented with other market participants on the designated go-live date. The transition was well managed and often ahead of schedule due to detailed planning and cutover rehearsals. The learning approach using the redesigned processes as the basis for training and daily operations created a confident environment for the new staff, in new roles where timelines are critical and failures resulted in penalties. This program was nominated for a Project Management Institute SAC award in 2007 and awarded to our Program Manager for the 2007 Project Management Excellence Award. The team was awarded the prize for being an industry leader for applying innovative business process optimization.
With increasing demands for ensuring accurate and accessible policies & procedures (P&P), the 1200 employees within the organization required comprehensive, accessible, and up-to-date P&P. P&P had evolved over the years, and copies were difficult to control. P&P were revised sporadically with very little structure and accountability.
Kogawa’s approach ensured that the infrastructure was in place to continuously provide quality P&P. This meant defining what a policy and what a procedure were, and creating standard templates for gathering and presenting the information. We worked with Executives & the P&P Coordinator to identify what policies were required, and then what procedures were required to support them. Standard templates were designed, and a P&P software was selected and implemented.
Improved business processes and a supportable solution were designed to effectively manage the P&P. The P&P continue to be managed effectively by the P&P Coordinator and effectively used throughout the organization. The revamped policies & procedures are controlled and monitored.. All staff have access to the latest P&P, and P&P Owners are accountable for ensuring they are maintained & followed. The P&P were recognized as a contributor for helping to meet accreditation requirements. Understanding and complying with the P&P are part of new front line staff training.