A Brief Description of the Procedural Strip Mining Process

Teleconvergence first discusses individual job descriptions and departmental/work unit functions with client management. We also try to learn the expectations at various management levels regarding the expected effects of an impending system change.

Then, however, rather than simply accepting management's statements about work parameters and process objectives, we attempt to identify and independently verify:

• What steps are really necessary to achieve the desired outcomes
• Discrepancies between formal work descriptions and the nature of the work actually being performed
• Exactly what is being achieved at each step in the process.

The next PSM phase is an appraisal of existing (meaning actual, not as formally described) work procedures, including how and by whom and in what order the work is being done.

Teleconvergence then provides management with statements of actual work requirements, documents actual work practices, and makes suggested changes to increase productivity and/or lower cost. We frequently include in our presentation our estimates of how much time is being spent, how much time could be saved, cost savings estimates based upon employees’ burdened hourly costs, etc. Some recommendations inevitably require system change, others may not.

Once management decides among behavioral and process alternatives, Teleconvergence can then evaluate system alternatives with the confidence that the entire effort will be, well, productive.