Our success was the result of tremendous teamwork across the Laboratories starting with senior management and involving many others who were committed to finding a resolution acceptable to both the Laboratories and to the employees involved. Reengineering has been successfully deployed. What began as critical reviews of human resources, sites management, information systems, and finance by the external red teams have resulted in major improvements in cost, efficiency, cycle time, and customer satisfaction. Electronic time entry and timecard approval and review are now available on the web. Electronic expense reports can be entered electronically with automatic e-mail notification for approval.
Employees have the ability to change their personal work-related information via the web.
The cost planning tool, WebSPIN, became available, and a workflow application to handle foreign travel requests was introduced. Sandia completed its first corporate-wide customer satisfaction process. The intent of the process is to provide customer feedback directly to program and project teams for tactical action and to corporate and business unit teams for strategic and operational actions. The emphasis of the customer satisfaction process is on analyzing results, developing corrective measures, implementing actions, and validating progress. This emphasis assured a closed-loop process that concentrated our efforts on using the feedback from the customers to improve customer satisfaction with Sandia.