Before the task began, each team member was briefed on the importance of accuracy in indexing and databasing of each record, pointing out that if any record was not handled accurately, it may never be found.  The task was described as one where it was extremely important to work together, provide attention to detail and to deliver high quality products. Any future SSP records retrieval is dependent upon the how conscientious and responsible each member of the team performed the job.  All team members exceeded all expectations.  They took responsibility of the task, asking questions, requesting to learn more about other aspects of the task, working closely together and participating in meetings to discuss better ways to do the task.  Heather and Danielle have been so impressive in their records management, that each has been trained to provide backup support to the Regents and Space Park Meeting Facility coordinators.

Cody and Clayton were put in charge of packing and moving boxes from NASA/Bldg 1, and indexing each file in each box.  Heather and Danielle were assigned as primary data entry  personnel.  In addition, Heather has taken on the responsibilities of the USA MI Records Lead, taking on the task of completing all NASA forms for shipment, requesting Accession Numbers for box annotation and performing customer requested research.

The assumption of the overall task was that this group could pack, move, index, database & ship 600 boxes by September 2010.  Well, this team has broken all milestone records.  By the end of 2009 over 700 boxes of data and over 20,000 records have been processed and shipped to the Federal Records Center in Fort Worth, Texas.  Not only have these employees exceeded the initial scope of the task ahead of schedule, but have done it significantly under budget.  This group has been so successful that additional records have been identified and an additional element was added to the Canofile Replacement System (CRS) application to allow the Orbiter records to be included in the archive records process and entered into the database. Danielle and Heather tested the new Orbiter element for the Information Management (IM) team and provided findings and recommendations prior to release of the application.

Several meetings have been held with the NASA customer to present the status of the job performed by these four GHG employees.  At each meeting, the NASA customer has repeatedly commented on how impressed they are with the accomplishments of this group and what an outstanding job they have done. Cody, Clayton, Heather and Danielle have been successful in providing high quality products, an outstanding work team and high productivity exceeding all expectations.  Each is deserving of this reward for their excellent contribution and efforts in the archival of SSP Configuration Management Records.

Minhhai joined GHG in July of 2005.  During her time here, Minhhai has led the effort to develop and deploy multiple productivity-enhancing support tools, which have significantly improved the efficiency of FDOC Operations, Maintenance and Engineering.

Minhhai led the development of the Multiple Activity Data Sharing (MADS) tool.  This paradigm-changing tool enabled the consolidation of multiple disparate systems and increased overall efficiency through the centralized sharing of data.  By automating these functions, more time is now available to support additional customer requirements such as SR activities in the MCCS and the ITF. This tool also provides the ability to generate metrics, analyze trends and to compare and refine estimation approaches for more accurate future planning of the Maintenance department activities.

In addition to MADS, Minhhai created the Incident Report database which is used to document and track FDOC human error process issues, identify trends, and support the deployment of identified lessons learned and/or process improvement.  The tool leverages other NASA facility scheduling and anomaly tracking systems to further enhance the system usefulness.

Minhhai also created the Daily Operations Reporting and Metrics Automation (DORMA) tool.  The implementation of this tool reduced the amount of time required by the Operations users to capture the daily activity summaries that support the development of the Daily Operations Meeting (DOM) report.  Minhhai was successful in pulling data from a variety of external sources in order to generate a consolidated report that is automatically checked for consistency and accuracy.  Further, a subset of the functionality used to request, capture and process schedule data has been used to support the initial data acquisition for a significant MCC automation efficiency project.

Through her efforts, Minhhai has distinguished herself as a leader by delivering outstanding process improvement and support-function tool sets that ultimately improve and enhance the effectiveness of the FDOC Operations, Maintenance and Engineering communities.  Congratulations Minhhai!

Currently we have a team of approximately 20 developers supporting this project from both Houston and Denver. Module 1, Student Assessment, has been operational for over two years, and we continue to update and enhance it. Module 2, Curriculum Management, was release April 2010 with further enhancements targeted for the coming months.

She outlined the program; developed a mission statement and goals. She sought input and advice from her colleagues and firmed up the program. She calls it “Building Blocks to Health”.

She then took this well reasoned “Building Blocks to Health” Program to President John Denny, requested a budget and corporate support. She got it. And we are so proud of her.

It is not lost on us that her “Building Blocks to Health” Program is being implemented as President Obama’s Health Care reform is also being implemented. This is just our small contribution to America’s health.

L’Chaim “to life”(in Hebrew), Israel Galvan CEO

Construction on the new GHG Corporate building is progressing. The unofficial opening date is late July.

Experts agree implementing the right electronic pay stub solution will result in substantial cost savings. Based on research by NACHA (National Automated Clearing House Association), the average cost of printing a pay stub for one employee is $1.90 per pay period. This equates to $49.50 per employee for 26 pay periods. Therefore, a company with 500 personnel spends approximately $25,000 per year just to validate payroll via pay stubs. While costs vary, this is a conservative estimate that does not include the expense of postage or storage. ePSS will reduce your cost of pay stub administration by 50% or greater through:

• Eliminating paper cost i.e., forms, envelopes, and other paper goods
• Substantially reducing printing cost of the pay stubs, envelopes, etc.
• Greatly reducing postage to mail the pay stubs
• Lowering time and costs required to reproduce lost pay stubs
• Minimizing the time expended by payroll and administrative personnel to manage pay stub activities
• Reducing storage costs, no more paper documents to store, everything will be electronic

New Hampshire based Madison Resource Funding has over 40 years of experience as a full-service funding source for temporary staffing agencies. Services provided by Madison include 100% payroll funding, weekly profit based on billings, not collections, complete financial & administrative back office support, and competitive rates with no hidden costs. Consistently recognized as an industry leader, Madison’s pool of technical talent strives to produce high-quality, first-class products, and services that don’t merely meet ‘clients’ needs, but surpass expectations.

The Business Challenge

Madison’s processes for generating pay stubs and gathering timesheets for client companies was largely manual and paper based. Wanting to position their business for profitable growth, Madison searched relentlessly for a Web-based, integrated business automation solution that would function seamlessly with their existing business systems. Through searching on the internet for a cost-effective solution, Madison discovered GHG Corporation and electronic Employee Management Solution (eEMS). Suddenly the answer was obvious, and the decision to go with the eEMS suite of products was made within a few weeks time.

Customer Primary Objectives

• Cost-effective, Web-based business automation solution that addresses pay stub and, timesheets.
• Seamless integration with Madison’s existing business systems was a must.
• The solution had to enable Madison to compete effectively in their marketplace.

GHG Solution

GHG Corporation’s Employee Management Suite (eEMS) which includes:

1. electronic Time Sheet Management Solution (eTSMS): Provides a secure, password-protected system for tracking and management of employees’ time by project, department, customer or other user defined category, available to employees and managers anywhere, anytime, from Internet-enabled computers.
2. electronic Pay Stub Solution (ePSS): A secure, easy-to-use Web-based tool that empowers employees to view their current and/or past pay stubs as needed, from Internet-enabled computers.
3. electronic Recruiting and Staffing Management Solution (eRSMS): Automates the recruiting and staffing process by providing a central repository for all vital recruiting data, and by facilitating quick and easy posting of job openings to both internal and external Web-sites resulting in shortened hiring cycles.
4. electronic Human Resource Management Solution (eHRMS): A secure Web-based, database driven solution that centralizes vital employee data including compensation, benefits, contract histories, and security clearance status which results in improved data accuracy, better management oversight, and reduced administrative costs.
5. GHG’s Installation, Customization and Training Services: GHG’s technical experts worked with Madison to integrate and customize eEMS to meet their specific requirements. In addition, eEMS experts tailored a custom interface to Madison existing payroll software.

Return on Investment (ROI)

• End-to-End Process Automation

By implementing eEMS, Madison has integrated its business processes, and consolidated vital organizational data into a centralized data repository that is easily queried and maintained. Madison is able to offer their customer base an online pay stub and timesheet.

• Affordable, Scaleable, Easy-to-use Solution

GHG was able to install the eEMS software on GHG’s servers and host the entire application for Madison. It required no up front investment, as Madison only pays a monthly license charge. Madison is able to add new clients in less than a day.

Ease-of-use was an important factor to the success of eEMS within Madison: “eEMS is intuitive and easy-to-use. Drop-down menus and consistent user interfaces shorten ramp-up time and minimize training requirements. Employees, supervisors, project managers and accounting have all commented on how eEMS has had a positive impact by improving both the efficiency and accuracy of their business operations.”

• Increased Customer Satisfaction

Prior to implementing eEMS, Madison had generated and mailed pay stubs for each of its customers. With eEMS, Madison is able to load pay stubs immediately, and eliminate the cost of printing and distribution. Clients recognize and appreciate Madison’s outstanding customer service.

The Bottom Line

Madison carefully tracked their cost savings following the implementation of eEMS, and realized a $.25 per pay stub reduction in operating costs. This savings is due to eliminating the reproduction and mailing costs associated with paper-based pay stubs. Labor savings derived from efficiency gains are not included in this conservative number. Currently, Madison provides 2000 pay stubs electronically every two weeks. This equates to $12,000 additional profit each year. Based on the tremendous cost savings, Madison’s ROI for eEMS was less than one month.

According to Tammy Strain-Derouin, Madison’s CFO, “Implementing GHG’s eEMS product suite has helped position Madison for growth. Integrating GHG’s pay stub and timesheet software into our financial system has enabled us to streamline our business processes resulting in reduced operating costs and increased flexibility to map to our customers’ requirements. Ultimately, we have improved our competitive edge.”