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  • White Background – there is a slide for this use case! Blue Background – we don’t‘ have content…feel free to send Lombardi Marketing info!
  • Teamworks allowed us to focus on our most critical business priorities first … we felt like we didn’t want to do a big bang rollout where we tried to change all our processes … we wanted to do it “chunk by chunk”, and we felt that using that using the Teamworks platform allowed us to do that.
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  • Lombardi-BPM-Customer-Success-Stories-Matrix-Blinded-20100311

    1. 1. Customer Stories and Patterns in a Matrix View
    2. 2. Lombardi Customer Use Cases Across Verticals & Patterns Click on Hyperlinks Use Cases Workflow Exception Visibility App Dev Program Blueprint Energy Handling Product Launch Complexity Automatic Inventory Notification Improving Account Processing Time Modernizing Legacy Apps Complying with Regulations Get Us A Customer!!! Federal Fed. Compliance Through System Integration Classified Classified Managing External Applications Classified Mapping Simple to Complex Processes Financial Reducing Cycle Time with Automation Decreasing Process Complexity Improving Lending Process Building Apps 50% Faster with BPM Deploying Multiple Processes Worldwide Units Collaborate Healthcare Streamlining New Hire On-Boarding Tracking Variables to Find Problems Improving Performance Measurements Upgrading Grants Processing Managing Patient Cases and Enrollment Collaborating with Vendors Industrial Streamlining Supply Chain Transactions Managing Changes Effectively Minimizing Distressed Shipments Increasing Engineering Productivity Furthering BPM Investment Standardizing Process Improvement Insurance Routing Requests Automatically Tracking and Managing Exceptions Gaining Real-Time Control Synchronizing HR Activities Problem Solving via Repeatable Approach Sharing Best Practices Across Enterprise Retail Managing Extensive HR Processes Replenishing Variable Inventory Accurately Forecasting Promotions Streamlining Order-to-Cash Process Deploying Various Processes Re-Engineering an Entire Business Services Managing a Sales Process Improving Hotel Inventory Management Coordinating Teams for Billing Adjustments Developing Standardized Processes Improving Business Apps with BPM Creating Apps from Process Discovery
    3. 3. Customer Use Cases: Energy Click for Matrix
    4. 4. Energy Management Co. Implements a Country Launch Dashboard <ul><ul><li>Product Launch Process deployed with visibility across 130 countries </li></ul></ul><ul><ul><li>Business Departments effectively inform and receive feedback from countries </li></ul></ul><ul><ul><li>Easily able to highlight disagreements and capitalize on the launch experience </li></ul></ul>Challenges Results This European based company has been a Lombardi customer since Q2 of 2007. This customer is the global specialist in energy management with over a 100,000 employees in more than 100 countries. <ul><ul><li>Incoherent Processes. The approval, localization and product launch processes across many countries for their products were not standardized. </li></ul></ul><ul><ul><li>Delayed Product Launches. They introduce thousands of products each year; at times there was 8 months of latency in the launch process per product. </li></ul></ul><ul><ul><li>Ineffective Collaboration. Business Departments and Countries did not have opportunities for discussion to finalize commitments needed to launch products. </li></ul></ul>Workflow Click for Matrix
    5. 5. Energy Provider Decreases Shipping Costs with Automatic Notifications <ul><ul><li>Preventing Operation Shutdowns. If the correct drill-bit is not available, drilling is put on hold which results in loss of productivity and is very expensive. </li></ul></ul><ul><ul><li>High Cost. Transportation cost is very expensive for helicopters to bring over material. </li></ul></ul><ul><ul><li>Lack of Visibility. Did not know when materials were needed. </li></ul></ul><ul><ul><li>Application catches exceptions and automatically notifies when material is needed </li></ul></ul><ul><ul><li>Savings 10’s of thousands of dollars in transportation costs </li></ul></ul><ul><ul><li>Achieved greater visibility into supply of materials </li></ul></ul>Challenges Results This US based customer has been a Lombardi customer since Q2 of 2006. This energy company provides natural gas and related energy products in a safe, efficient, and dependable manner. They own North America’s largest interstate natural gas pipeline system – approximately 42,000 miles – transporting more than a quarter of the natural gas consumed in the country each day. Exception Click for Matrix
    6. 6. Regional Energy Co. Implements a Low Income Pilot Program <ul><ul><li>High Call Volume. Agencies were constantly contacting the call center to get information. </li></ul></ul><ul><ul><li>Slow Processing Time. There were a lot of customers who were waiting to be enrolled. </li></ul></ul><ul><ul><li>Accountability Issues. Agencies were not liable for entries in the system that contained promises made to customers. </li></ul></ul><ul><ul><li>Completed analysis phase to deployment of first iteration in 90 days </li></ul></ul><ul><ul><li>Call volumes from LIP agencies decreased from 80% to 50% </li></ul></ul><ul><ul><li>500 customers were enrolled after v1 deployment due to faster processing time </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q3 of 2008. At each playback, the business led the entire script – with multiple players in different roles and told a story with only clarification input from the Lombardi team. Visibility Click for Matrix
    7. 7. Leading Wind Farm Generator Modernizes Existing Legacy Processes <ul><ul><li>Eliminated errors due to work done on the wrong data through automation </li></ul></ul><ul><ul><li>Gained visibility of project status and goals upstream/downstream </li></ul></ul><ul><ul><li>Able to make fast changes to applications without altering underlying systems </li></ul></ul>Challenges Results This US based company a Lombardi customer since Q3 of 2009 and has already seen returns on their investment! This customer finds, builds and manages wind farms in the US. They are also dedicated to clean energy. <ul><ul><li>Scalability Issues. Company is ramping up production and sites with a “green energy” focus. Their processes were really designed for a small, high-touch number of sites. </li></ul></ul><ul><ul><li>Manual Mistakes. Highly manual processes resulted in lost information. </li></ul></ul><ul><ul><li>Disorganized. Many different systems and lots of people in multiple groups. </li></ul></ul><ul><ul><li>Stale Information. Old data and incorrect justification led to fatal flaws and lost research. </li></ul></ul>App Dev Click for Matrix
    8. 8. Energy Transmission Organization Fulfills Process Driven Compliance <ul><ul><li>Modeled 186 NERC processes for compliance in 4 months </li></ul></ul><ul><ul><li>Transitioned 4 of the 186 modeled processes into executable applications </li></ul></ul><ul><ul><li>First ISO fully compliant energy company </li></ul></ul>Challenges Results This US based not-for-profit company has been a Lombardi customer since Q4 of 2008. This customer is a charged with operating the high-voltage transmission system and maintaining the reliable, efficient flow of electricity across 15 US states and a Canadian province. Utilities with more than 100,000 miles of transmission lines covering 1.1 million square miles have committed to participate in their program. <ul><ul><li>Compliance. Had a hard time complying with NERC driven compliance order. </li></ul></ul><ul><ul><li>Scalability. Needed to increase headcount to comply to with auditing regulations of NERC. </li></ul></ul><ul><ul><li>Violations. Manual uncontrolled processes violate NERC standards. </li></ul></ul>Program Click for Matrix
    9. 9. Customer Use Cases: Federal Click for Matrix
    10. 10. Federal Agency Complies with Homeland Security Presidential Directive - 12 <ul><ul><li>Fulfilled requirements of first stages of compliance </li></ul></ul><ul><ul><li>Gained visibility into a secure process </li></ul></ul><ul><ul><li>Integrated multiple existing enterprise directories accurately </li></ul></ul><ul><ul><li>Implementation serves 1,500+ core users and 40,000+ total users </li></ul></ul>Challenges Results This US government agency has been a Lombardi customer since Q3 of 2007. “ Bridging the divide between IT and the business side was the key to the success of the HSPD-12 initiative. Users drove the requirements, IT suggested process improvements.” Lombardi Partner <ul><ul><li>National Security. In the wake of 9/11/01, HSPD-12 was ordered to ensure the safety of the nation’s people, facilities and databases. Smart cards containing credentials are to be issued to all federal employees to guarantee that access to buildings and networked computers are properly granted. </li></ul></ul><ul><ul><li>Complying. Agency needed to meet the requirements and deadlines of this directive efficiently. </li></ul></ul><ul><ul><li>Multiple System Integration. There are multiple existing enterprise directories which contain confidential personnel data that needs to be integrated without discrepancies. </li></ul></ul>Workflow Click for Matrix
    11. 11. Financial Regulator Effectively Builds Process Applications <ul><ul><li>External companies can manage and easily add their own applications </li></ul></ul><ul><ul><li>Improved visibility into their process </li></ul></ul><ul><ul><li>Connected public and private processes while assuring data protection </li></ul></ul>Challenges Results This European based company has been a Lombardi customer since Q4 of 2006. This customer is an independent body that was set up by the UK government. It regulates most financial services markets, exchanges and firms in the UK.  App Dev <ul><ul><li>Application Chaos. Experienced difficulty handling external applications. </li></ul></ul><ul><ul><li>Turnaround. Slow turn-around rates on requests. </li></ul></ul><ul><ul><li>Visibility. Lack visibility into processes and their performance. </li></ul></ul>Click for Matrix
    12. 12. Federal Agency Increases Process Transparency With Documentation <ul><li>Huge Travel Savings. </li></ul><ul><ul><li>Used to fly business analysts around 4 times per quarter for Kaizen mapping sessions. </li></ul></ul><ul><ul><li>Reduced to only 1 time per quarter </li></ul></ul>Challenges Results This US federal agency has been a Lombardi customer since Q3 of 2008. <ul><ul><li>Collaboration. Wanted to document and provide standard process across 8 regional offices </li></ul></ul><ul><ul><li>Variable Complexity. Needed an easy way to map out simple processes from travel requests to complex ones such as setup of new infrastructure. </li></ul></ul>Blueprint Click for Matrix
    13. 13. Customer Use Cases: Financial Click for Matrix
    14. 14. Global Financial Services Co. Reduces Cycle Times with Automation <ul><ul><li>Existing customers can open accounts in 7 days instead of 21 days </li></ul></ul><ul><ul><li>Reduction in errors due to fewer handoffs </li></ul></ul><ul><ul><li>Elimination of redundant data entry </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q4 of 2008. This project was delivered without significant involvement from Lombardi or third party resources. After some informal mentoring during the sales cycle, the customer’s technical team attended our basic training classes and jumped right into development. This is highly unusual for such a complex and visible project. Workflow <ul><ul><li>Lengthy Cycle Time. Opening accounts for both new and existing customers took too long and the costs were high. </li></ul></ul><ul><ul><li>Error prone. Manually transferring information between the customer, front office administration and account relationship manager led to errors in the data. </li></ul></ul><ul><ul><li>Swivel Chair Integrations. Unconsolidated user interfaces required the use of a complex web of systems to process new accounts. </li></ul></ul>Click for Matrix
    15. 15. Leading Private Investment Bank Decreases Risk in Processes <ul><ul><li>Disparate Systems and Teams. The process involved 5 applications and 3 teams. </li></ul></ul><ul><ul><li>Manual Exception Handling and Rework. Up to 30% of the deals each day suffered from data entry errors that required manual intervention and correction at various points. </li></ul></ul><ul><ul><li>Lack of End-to-End Visibility. The ever-increasing regulations of financial services requires tremendous visibility. Each point application had different levels of auditing and there was no assessment of the ‘white space’ between applications. </li></ul></ul><ul><ul><li>Process efficiency improved by 60% </li></ul></ul><ul><ul><li>Complexity reduced by 30% after integrating applications </li></ul></ul><ul><ul><li>Eliminated unsupported workarounds to legacy systems </li></ul></ul>Challenges Results This European based company has been a Lombardi customer since Q4 of 2006. This customer is a leading private investment bank, offering a wide range of financial services to private clients, corporations, and charitable organizations primarily in the UK. “ Our pilot was a great way to demonstrate BPM to the business – we have been inundated with requests for new projects.” Exception Click for Matrix
    16. 16. Mortgage Bank Improves Lending Process of Loan Applications <ul><ul><li>Increased customer satisfaction rate from 85% to 92%. </li></ul></ul><ul><ul><li>Improved team productivity and performance by reducing training time. </li></ul></ul><ul><ul><li>Initial deployment in less than 90 days. </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q3 of 2003. “ Teamworks’ process monitoring and reporting capabilities provide us with more control over our end-to-end loan application process, which helps improve efficiency, and respond more quickly and accurately to customer requests – both critical elements for remaining competitive in this industry.” Chris Burckhardt, CIO <ul><ul><li>Corporate Initiative to Grow 300% Over an 18 month Period. This plan focused on enhancing customer service to achieve growth. </li></ul></ul><ul><ul><li>No Single View of the Loan. Three separate Loan Origination Systems resulted in a lack of visibility into the end-to-end loan process. </li></ul></ul><ul><ul><li>Lengthy Cycle Times. There was a demand to decrease the closing-to-cash cycle time. </li></ul></ul>Visibility Click for Matrix
    17. 17. Foreign Currency Exchanger Delivers Projects 50% Faster With BPM <ul><ul><li>ERP Platform Limitations. It was time consuming and costly to make changes to existing systems to support unconventional business requirement requests . </li></ul></ul><ul><ul><li>Lack of Business Alignment. Traditional application development did not support quick iterative development that incorporated business engagement. </li></ul></ul><ul><ul><li>Complex Tools Required. The multiple tools required to solve business process challenges resulted in integration complexity. </li></ul></ul><ul><ul><li>Able to gather business requirements in a much more collaborative way </li></ul></ul><ul><ul><li>Gained valuable feedback during development, instead of after completing 80% </li></ul></ul><ul><ul><li>Engaged the business to take ownership of their business process applications </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q3 of 2008. “ We saw BPM as an alternative application development tool to help us design and streamline processes for the business – only better, faster and in a more cost effective way.” Vincent Yue, CIO App Dev Click for Matrix
    18. 18. Dynamic Human Centric Financial Shared Services Processes <ul><ul><li>Financial Division </li></ul></ul><ul><ul><ul><li>Centralized Disposition Team Monitoring: Process around closing out applications </li></ul></ul></ul><ul><ul><ul><li>Database Access Request Ticket : Access to System </li></ul></ul></ul><ul><ul><ul><li>Dealer Setup: Process to setup new Retail Sales Finance Dealers/Merchants for financing </li></ul></ul></ul><ul><ul><ul><li>Fraud Tracking: Process to manage potential fraud activity for research </li></ul></ul></ul><ul><ul><ul><li>Dollars Due: Process to collect dollars due from Retail Sales Finance Dealer/Merchants due to returned merchandise. </li></ul></ul></ul><ul><ul><ul><li>Dealer Maintenance </li></ul></ul></ul><ul><ul><ul><li>JCL : Process to manage work requests for Technology JCL team </li></ul></ul></ul><ul><ul><ul><li>Trailblazer: Process for web development team to manage code deployment lifecycle </li></ul></ul></ul><ul><ul><ul><li>Leasing: Process to track deals through the process of application to booking/funding </li></ul></ul></ul><ul><ul><ul><li>Request Hub: Process to manage requests received by the business </li></ul></ul></ul><ul><ul><ul><li>Productivity Timer: Process to track time spent on a given task (collections, fulfillment, etc) </li></ul></ul></ul><ul><ul><li>Mortgage Division – CORE (Origination) </li></ul></ul><ul><ul><ul><li>LOS for everything from Application to Fulfillment for FHA and conventional Mortgages </li></ul></ul></ul><ul><ul><li>Home Equity Division </li></ul></ul><ul><ul><ul><li>Subordination: Process consolidates Lien Modifications for HE Customer Management/Lending Solutions for better assessment, fulfillment and cross sell </li></ul></ul></ul><ul><ul><ul><li>Coast to Coast Workflow Process automation of low level tasks for East to West for Fulfillment </li></ul></ul></ul><ul><ul><ul><li>Lendscape Process: Boarding Services project </li></ul></ul></ul><ul><ul><li>Corporate Trust Service Division </li></ul></ul><ul><ul><ul><li>Bond Process – automate end to end bond process from interest received to allocation </li></ul></ul></ul>Program Click for Matrix
    19. 19. Major International Financial Services Co. Collaborates on Processes <ul><ul><li>Easily documented their business processes </li></ul></ul><ul><ul><li>Able to create technical documentation for mapped processes </li></ul></ul><ul><ul><li>Repository is accessible to teams in Tampa, Manila and Costa Rica </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q3 of 2009. This customer has the world’s largest financial services network, spanning 140 countries with approximately 16,000 offices worldwide. <ul><ul><li>Unmanaged Processes. Was looking for a simplistic business management tool that is very easy to use. </li></ul></ul><ul><ul><li>Process Mapping. Needed to create map financial processes. </li></ul></ul><ul><ul><li>Disparate Teams. Accessibility required by different regions. </li></ul></ul>Blueprint Click for Matrix
    20. 20. Customer Use Cases: Healthcare Click for Matrix
    21. 21. Leading Hospital Streamlines New Hire On-Boarding Process <ul><ul><li>Error-prone. Hire form printouts usually contained errors and handwritten corrections were often misinterpreted or overlooked. </li></ul></ul><ul><ul><li>Time Consuming. The file would get lost across the 5 campuses and was often faxed back and forth redundantly. Over 25 hours were spent completing, sorting and correcting data. With a hire rate of over 30 employees a week this method was ineffective. </li></ul></ul><ul><ul><li>Poor Visibility. No one knew how many people would be at orientation sessions. At times people were missing, given the wrong dates or didn’t have pre-requisites completed. </li></ul></ul><ul><ul><li>21,000 employee hours saved in first year </li></ul></ul><ul><ul><li>200% reduction in processing time for new employees </li></ul></ul><ul><ul><li>Teamworks solution implemented within 90 days and became an immediate success </li></ul></ul>Challenges Results This US based hopsital became a Lombardi customer in Q4 of 2003. This hospital is the leading provider of healthcare services in the area with more than 5.800 employees, 2,500 volunteers and 830 physicians on staff spread over 5 campuses. “ Prior to deploying Teamworks, our processes were tedious, slow and costly. We’ve experienced dramatic increases in efficiency.” Jeff Ward Workflow Click for Matrix
    22. 22. Pharmaceutical Research Co. Tracks Variables to Find Complexities <ul><ul><li>Reduced delays when generating reports </li></ul></ul><ul><ul><li>Increased flexibility to track problems in the process and reinitiate without losing data </li></ul></ul><ul><ul><li>Easily track requests in the system through improved visibility into processes </li></ul></ul>Challenges Results This US based company became a Lombardi customer in Q3 of 2008. “ Per our feedback from users, they felt that the tool has very good reporting and process modeling capabilities.” Narendran Manickam, Senior Consultant at a Lombardi Partner <ul><ul><li>Wasted Time . Manually fulfilling requests for internal operation reports was time consuming. </li></ul></ul><ul><ul><li>Lack of Metrics. Unable to track complex variables for required monthly status updates. </li></ul></ul><ul><ul><li>No Visibility. Requests are not tracked and details are not archived. </li></ul></ul>Exception Click for Matrix
    23. 23. Hospital System Improves Performance Measurements <ul><ul><li>Uncovered missing revenue and exceeded the government’s target goal </li></ul></ul><ul><ul><li>Recovered an additional £3 million in referrals from health authorities </li></ul></ul><ul><ul><li>Increased visibility into process performance and areas that needed improvement </li></ul></ul>Challenges Results This European based hospital became a Lombardi customer in Q3 of 2007. A couple of months after full implementation across the hospital system, the team was confident about the success of the project – the technology is proactively driving performance, and the executive team is very enthusiastic about the possibilities associated with broader rollout of the technology and the BPM approach. <ul><ul><li>Performance Measurement. Due to the highly manual process hospital was unable to measure all segments of their overall end-to-end patient care process. </li></ul></ul><ul><ul><li>Managing Referrals. Referrals came from other hospitals and arrangements with over 300 distinct authorities, creating a complicated referral process. </li></ul></ul><ul><ul><li>Existing Systems. Existing legacy systems and applications needed to be integrated with a BPM approach. </li></ul></ul>Visibility Click for Matrix
    24. 24. Medical University Upgrades Research Grant Processing <ul><ul><li>Reduced processing time from 4 days to under 40 seconds </li></ul></ul><ul><ul><li>65% of transactions no longer require human intervention </li></ul></ul><ul><ul><li>Decreased the error rate of allocation requests from 85-90% to 2-3% </li></ul></ul>Challenges Results This US based institution of high learning has been a Lombardi customer since Q3 of 2006. “ I wish we had done this years ago. The results we are achieving with BPM have been a huge win for us.” Stuart Mixon, COO <ul><ul><li>Request Overload. Issues handling the 6 to 8K USD grant fund distribution requests. </li></ul></ul><ul><ul><li>Manual Process Errors. 85-90% of allocations required rework. </li></ul></ul><ul><ul><li>Integration. Disconnect between front and back office systems caused problems with communication. </li></ul></ul>App Dev Click for Matrix
    25. 25. Pharmacy Manages Clinical Cases and Patient Enrollment <ul><ul><li>Enhanced patient experience and improved clinical outcome </li></ul></ul><ul><ul><li>Projected reduction of operational costs </li></ul></ul><ul><ul><li>Increased asset leverage through collaboration </li></ul></ul>Challenges Results This US based fully integrated pharmacy health care company has been a Lombardi customer since Q2 of 2009. The OCM group took the initial playback &quot;on the road.&quot; They presented a demonstration to our stores across the country. The branch manager was &quot;ecstatic&quot; after the demo. His comments included: THIS HAS LOGIC! When can we get it? Anything we can do to decrease variability and increased efficiency is great! <ul><ul><li>Unmanaged Rules. Needed a rules engine to support the management of business requirements within the processes. </li></ul></ul><ul><ul><li>Going Beyond the Expected. They have a goal to exceed patient enrollment and clinical case management requirements. </li></ul></ul><ul><ul><li>Complex Claims . Difficulty handling claims between the payer, third party processer and provider. </li></ul></ul>Program Click for Matrix
    26. 26. Health Care Provider Collaborates with Vendors in a New Way <ul><ul><li>Healthcare provider subscribes as Authors and supplies vendors with Participant seats </li></ul></ul><ul><ul><li>Able to discuss HL7 workflow proposals and negotiate changes on the fly </li></ul></ul><ul><ul><li>Swimlanes ensure the right task is done by the right person at the right time </li></ul></ul>Challenges Results This US based regional health consortium has been a Lombardi customer since Q2 of 2009. “ Blueprint is the first place I go when I want to document or analyze a process.” Peter Apathy, Systems Transformation Project Manager <ul><ul><li>Communication. After implementing an Electronic Medical Record system this company needed a way to communicate better with its vendors in order to agree on processes. </li></ul></ul><ul><ul><li>Lack of Standardization. Every vendor manages the HL7 messaging protocol differently. </li></ul></ul><ul><ul><li>Complex Processes. Since each vendor had different requirements, they needed an effective way to collaborate on processes that were constantly changing. </li></ul></ul>Blueprint Click for Matrix
    27. 27. Customer Use Cases: Industrial Click for Matrix
    28. 28. US Toymaker Streamlines Supply Chain Transactions <ul><ul><li>Tracking the supply chain from order-to-shipment reduced customer delays </li></ul></ul><ul><ul><li>100% increase in transaction volume without adding additional resources </li></ul></ul><ul><ul><li>80% of vendor inquiries flow without human interaction </li></ul></ul>Challenges Results This US based toymaker became one of Lombardi’s first customers in 2001. “ Many suppliers and logistics providers now manage all their interactions through the Internet, which has improved fulfillment cycles, cut costs, and improved service. SAP was utilized as a transactional engine - we needed to be able to manage the business process that surrounds the transaction.” David Adams, Business Integration Manager, Pawtucket, RI. <ul><ul><li>Processing Inefficiency. Difficulty coordinating procurement, customer requirements and logistics for getting products to the US. </li></ul></ul><ul><ul><li>Multiple Systems of Record. Difficulty managing the trail of paperwork. </li></ul></ul><ul><ul><li>Time Consuming Vendor Inquiries. The process of flagging exceptions such as delivery days required significant time and resources. </li></ul></ul>Workflow Click for Matrix
    29. 29. Lift Truck Manufacturer Manages Change Effectively <ul><ul><li>Infeasible to Make Changes. Minor modifications to existing products resulted in significant costs for both new and stockroom inventory. </li></ul></ul><ul><ul><li>Lacking Accountability. Missed signatures and lack of traceability allowed defective design changes to get into production line, ending up with recall actions. </li></ul></ul><ul><ul><li>Multiple and Manual Handoffs. Excel spreadsheets were used to track engineering sign-off signatures. </li></ul></ul><ul><ul><li>Engineering Change Notices accurately routed to many groups in the organization </li></ul></ul><ul><ul><li>Increased productivity – engineers are able to spend more time engineering and less time interacting with their legacy systems </li></ul></ul><ul><ul><li>Version 1 of ECN Teamworks Process deployed within 15 days </li></ul></ul>Challenges Results This US based Lift Truck Manufacturer and designer became a Lombardi customer in Q4 of 2007. Since they needed to prove business value quickly, the IT and business teams agreed on an aggressive schedule, completing the project in 2 weeks rather than the more-typical 2 months. &quot;My team was tremendously stretched, but we managed to pull through and maintained a very positive attitude to support the business.” Gidu Sriram, IT Director Exception Click for Matrix
    30. 30. Top Supplier of PCs Minimizes Distressed Shipments <ul><ul><li>Enabled collaboration between the customer, call center and shipper. </li></ul></ul><ul><ul><li>Percentage of shipments rescued improved from below 5% to nearly 70% </li></ul></ul><ul><ul><li>Savings of $2M per quarter </li></ul></ul>Challenges Results This US based company became Lombardi’s first customer in 2001. This Fortune 500 Company is one of the world’s top suppliers of PCs. They ship about 140,000 systems per day on average and have nearly 2 billion interactions with customers every year. <ul><ul><li>Increased Production Costs and High Inventory Levels. Shipments deemed undeliverable were returned. </li></ul></ul><ul><ul><li>Unmanaged Process. Real-time shipment status was unavailable or out-of-date, limiting control of the situation. </li></ul></ul><ul><ul><li>Lack of Monitoring. No up-to-date reports that show how the processes were being executed. </li></ul></ul>Visibility Click for Matrix
    31. 31. Motor Company Increases Engineering Productivity <ul><ul><li>Cut “engineering” time of designers on car systems by 20% in one year </li></ul></ul><ul><ul><li>Enhanced productivity through standardized process across vehicle lines </li></ul></ul><ul><ul><li>60% reuse across first two projects </li></ul></ul>Challenges Results This US based company is one of the worlds largest manufacturers of cars and trucks. They became became a Lombardi customer in Q4 of 2006. “ BPM provides a layer of process to optimize the interaction between people, process and information” David Knapp, Director of Business Process Management <ul><ul><li>Unproductive Work. High-value engineering employees spent 70% of their time doing administrative tasks and not engineering activities. </li></ul></ul><ul><ul><li>Process Inefficiencies. Too many &quot;workarounds&quot; led to duplication of work and slowing down the process. </li></ul></ul><ul><ul><li>SLA Violations. Confusion, inflexibility, and lack of data in their process steps caused deadlines to be missed. </li></ul></ul>App Dev Click for Matrix
    32. 32. US Toymaker Furthers Their BPM Investment <ul><ul><li>Completely replace a paper and fax based supply chain process </li></ul></ul><ul><ul><li>Ability to absorb a vast increase in workload with no increase in staffing </li></ul></ul><ul><ul><li>Adoption of common business processes across all their suppliers and internal units </li></ul></ul>Challenges Results This US based toymaker became one of Lombardi’s first customers in 2001. This company is a worldwide leader in children's and family leisure time products and services with a rich portfolio of brands and entertainment properties that provides some of the highest quality and most recognizable play and recreational experiences in the world. <ul><ul><li>Collaboration. Needed to promote business partner collaboration with our suppliers, carriers, vessel lines, customers, etc. in a web based environment. </li></ul></ul><ul><ul><li>High Operational Costs. The processes were predominately manual and paper based at a certain location. </li></ul></ul><ul><ul><li>Lacked Agility. Wanted to develop an environment that can be quickly adjusted to meet their business needs. </li></ul></ul>Program Click for Matrix
    33. 33. IT Security Management Co. Standardizes Process Improvement <ul><ul><li>Cut the time to pay employee expense reports from 3-5 weeks to 2-3 days </li></ul></ul><ul><ul><li>Made the process of integrating acquisitions smoother </li></ul></ul><ul><ul><li>Improved efficiency with real time collaboration and visibility in processes </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q2 of 2006 and uses both Blueprint and Teamworks. ” Blueprint ended up becoming the core catalyst of being able to bring together individuals and help them to visualize what they are trying to improve upon for our customers and partners.” Devin Rickard, Senior Director of Process Improvement <ul><ul><li>Departmental Disconnection. Each business unit was disengaged from the others in the company. </li></ul></ul><ul><ul><li>Standardization. Lacked the standards and platform for sharing process knowledge. </li></ul></ul><ul><ul><li>Unmanaged Processes. Needed a real-time repository for all the latest process diagrams. </li></ul></ul>Blueprint Click for Matrix
    34. 34. Customer Use Cases: Insurance Click for Matrix
    35. 35. Insurance Expert Automatically Routes Requests <ul><ul><li>Increased efficiency with automatically routed service requests </li></ul></ul><ul><ul><li>Gained transparency of operations while reducing the cycle time </li></ul></ul><ul><ul><li>First iteration went live with 400 end users and expectations to triple in 90 days </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q4 of 2007 “ This approach ensures ROI realization at each step, thus enabling IT to closely align with business. This ensures that IT and Business see each other’s perspective and work in a synchronized manner.” Vikram Duvvoori, Senior Vice President Workflow <ul><ul><li>Agent Request Issues. Experienced pains with tracking and servicing requests from agents. </li></ul></ul><ul><ul><li>Difficulty Updating Agents. Had problems providing requested status updates to agents on the from operations. </li></ul></ul><ul><ul><li>Unmanaged Work. Manual work was leading to less control over processes. </li></ul></ul>Click for Matrix
    36. 36. Mutual Insurance Co. Increases Product Management Responsiveness <ul><ul><li>Lack of tracking. No way to track the number of times exceptions were made to guidelines or rules. It was unknown how often they accepted business that was considered ineligible. </li></ul></ul><ul><ul><li>Delayed Results. It could be 2-3 years before adverse results were seen and it could take 3 years to remedy the problem. </li></ul></ul><ul><ul><li>Unreliable Review Process. Managers reviewed a certain number of new business files every month but there was no consistent way to get the information. </li></ul></ul><ul><ul><li>Discovered that real-time exception notifications exceeded eligibility threshold </li></ul></ul><ul><ul><li>Able to track all exceptions and explanations </li></ul></ul><ul><ul><li>Standardized real-time view of exceptions across business classification & risk state </li></ul></ul>Challenges Results This US based mutual insurance company has been a Lombardi customer since Q3 of 2007. “ This is the biggest benefit to Commercial Lines in general; that we can now see exceptions and are better able to manage the profitability of our book. We can now catch things very early, do what we need to do, and monitor our progress which is a huge benefit.” Commercial Lines Product Manager Exception Click for Matrix
    37. 37. Leading Supplemental Insurance Provider Automates Invoice Disputes <ul><ul><li>Reduce Manual Work by 80% </li></ul></ul><ul><ul><li>Increased Quality of Customer Service </li></ul></ul><ul><ul><li>Deployed first version in 90 Days </li></ul></ul>Challenges Results This US based insurance company has been a Lombardi customer since Q2 of 2008. “ Since OCR always produces exceptions, Lombardi choreographed getting the exceptions to a human to reconcile and moving the results back into the digital processing stream.” David Turner, V.P. Advanced Technology <ul><ul><li>Time Consuming, Manual Routing. 150,000 invoice disputes per month required human intervention at any given moment. </li></ul></ul><ul><ul><li>Research Inefficiencies. Research specialists gathered information from many different legacy systems to determine whether the dispute was justified. </li></ul></ul><ul><ul><li>Lack of Real–Time Control. Had little to no capabilities to prioritize work and automatically track deadlines and generate escalations. </li></ul></ul>Visibility Click for Matrix
    38. 38. Top Insurance Provider in the UK Synchronizes HR Activities <ul><ul><li>Expected annualized savings of $195M </li></ul></ul><ul><ul><li>Decreased time to productivity for new employees with an improved experience </li></ul></ul><ul><ul><li>Improved asset tracking thus reducing the cost to redistribute equipment </li></ul></ul>Challenges Results This European based leading insurance company has been a Lombardi customer since Q1 of 2009. This insurance company selected Lombardi for a full-scale global BPM platform, and have just completed their first pilot of the Teamworks product to manage their HR employee &quot;Leavers, Movers and Joiners&quot; process. They had already had implemented Teamworks in one of the business units to manage the account, the success of which elevated us to this parent company opportunity. <ul><ul><li>Lacking Automation. Suffered from many manual processes such as emailing forms. </li></ul></ul><ul><ul><li>FSA Audit Pressures. Needed to control access to sensitive data in order to meet FSA requirements. </li></ul></ul><ul><ul><li>Inefficiency. Wasted time redistributing IT equipment (laptops, phones, etc). </li></ul></ul>App Dev (Leavers, Movers, Joiners) Click for Matrix
    39. 39. International Insurer Alleviates Business Pains with a Repeatable Approach <ul><ul><li>Now Leveraging best practices and “know-how” across teams </li></ul></ul><ul><ul><li>Reduction in resources and time to deliver process specific applications </li></ul></ul><ul><ul><li>Gained value by effectively managing processes that keep the business running </li></ul></ul><ul><ul><li>7 processes deployed in first year </li></ul></ul>Challenges Results This European based insurance company has been a Lombardi customer since Q2 2005. “ We needed a BPM platform to meet the demands of our enterprise process improvement activities as well as have the capability to scale as we continue to grow.” Tom Bauer, Vice President of Application Services IT <ul><ul><li>Inability to Scale. Lacked the ability to scale efficiently as projects increased in premiums and employees. </li></ul></ul><ul><ul><li>Lack of Common Process. Unable to rationalize hundreds of systems through a common process. </li></ul></ul><ul><ul><li>No Visibility. Needed a transparent view of the end-to-end processes in order to look for areas of process improvement. </li></ul></ul>Program Click for Matrix
    40. 40. Worldwide Insurance Co. Shares Best Practices to Improve Efficiency <ul><ul><li>Increased quality and efficiency of operational processes group-wide </li></ul></ul><ul><ul><li>Saved several million Euro in the first year, 50% higher than expected </li></ul></ul><ul><ul><li>Decreased both internal and external costs through process discovery </li></ul></ul>Challenges Results This European based insurance company offers travelers insurance and has been a Lombardi customer since Q1 of 2008. ” Blueprint is well-suited to ‘practical people’ who are focused on solving business problems.” Michael van den Brandt, Director Group Operations <ul><ul><li>Standardization. Unable to share and collaborate processes across their 28 global business units since there was no standard way of operating. </li></ul></ul><ul><ul><li>Sharing Knowledge. Lacked a platform for sharing process knowledge and best practices. </li></ul></ul><ul><ul><li>Process Repository. Needed access to an up-to-date repository for all process diagrams. </li></ul></ul>Blueprint Click for Matrix
    41. 41. Customer Use Cases: Retail Click for Matrix
    42. 42. Organic Grocer Upgrades Extensive HR Processes <ul><ul><li>Reduced time spent managing the process by 90% </li></ul></ul><ul><ul><li>Accelerated the completion of requests by over 400% </li></ul></ul><ul><ul><li>Deployed to 500 users in 90 days </li></ul></ul>Challenges Results This US based customer has been a Lombardi customer since Q3 of 2004. This customer is the world’s leading organic grocer. They concluded that BPM could be implemented faster and cheaper for their diverse process management requirements than any other alternative-including Oracle. <ul><ul><li>Rapid Growth. Unable to keep pace with the hiring needs of their rapid growth. </li></ul></ul><ul><ul><li>High Response Time. Unable to ensure consistent and timely response to HR events. </li></ul></ul><ul><ul><li>Automatic Task Generation. Needed to automatically route requests that required approval to the appropriate manager. </li></ul></ul>Workflow Click for Matrix
    43. 43. Home Improvement Chain Effectively Replenishes Inventory <ul><ul><li>Application sits over top of several existing systems to catch exceptions </li></ul></ul><ul><ul><li>Supply chain team can now easily focus on the most important items to replenish </li></ul></ul><ul><ul><li>Ensures that the right product is on the right shelf at the right time </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q1 of 2009. This customer is a large retailer in the US specializing in home improvement. They also have a very successful services business for the installation of its many products. <ul><ul><li>Error Prone. A manual process was in place to determine when to accurately replenish products. </li></ul></ul><ul><ul><li>High Volume. There are 100,000+ possible SKU combinations that exist. Data was very hard to sift through. </li></ul></ul><ul><ul><li>Complex Variability. Seasonal and regional variants exist when restocking shelves, which made it hard to combine orders. </li></ul></ul>Exception Click for Matrix
    44. 44. Fragrance Distributor Delivers On-Time & Accurate Promotional Forecasts <ul><ul><li>Forecasts automatically consolidated in time to launch manufacturing </li></ul></ul><ul><ul><li>Product availability and bottom line improved </li></ul></ul><ul><ul><li>Sales team now receives accurate forecasts on time </li></ul></ul>Challenges Results This European based company has been a Lombardi customer since Q3 of 2008. This customer is the world's largest fragrance company – distributing in more than 90 countries - and is a recognized leader in global beauty with annual net sales of $3.5 billion and an unrivaled universal portfolio of more than 35 designers, celebrity and lifestyle brands . <ul><ul><li>Poor Data Consolidation. Relied heavily on Excel spreadsheets and e-mails that were scattered across the many regions and countries of the organization . </li></ul></ul><ul><ul><li>Manual and Inaccurate Forecasts. Had difficulty gathering, merging and distributing forecasts to hundreds of users worldwide. </li></ul></ul><ul><ul><li>Inaccurately Managed Inventory. The right amount of inventory was not available at the right time. There was either a shortage or excess which hurt their bottom line as well as resulted in unhappy customers. </li></ul></ul>Visibility Click for Matrix
    45. 45. Promotional Branding Co. Streamlines Order-to-Cash Process <ul><ul><li>Training time reduced from a few weeks to just 2 days </li></ul></ul><ul><ul><li>Order-to-Cash cycle time reduced from 60 days to 27 days </li></ul></ul><ul><ul><li>Now capable of handling 10x their previous volume </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q1 of 2007. This customer specializes in promotional branding. “… rapid growth despite the recent economic conditions is validation that the promotional products industry is ready for innovation. This investment demonstrates our confidence that their technology platform will enable them to rapidly scale their business.“ Thomas Ball, Partner Austin Ventures <ul><ul><li>Training Required Weeks. Only industry experts could be hired because they required extensive training on the process which was costly. </li></ul></ul><ul><ul><li>Lengthy Cycle Times. Once a customer placed an order it took 60 days to process and ship. </li></ul></ul><ul><ul><li>High Volume of Orders and Multiple Processing Systems. Boundless Network received 100+ orders per day and had 3000+ active orders at any given time. These needed to all be maintained across Salesforce.com and their sales support teams. </li></ul></ul>App Dev Click for Matrix
    46. 46. Retail Giant Deploys a BPM Program <ul><ul><li>Manual Process. Needed to streamline a previously paper-based Accounts Payable process. </li></ul></ul><ul><ul><li>Time Consuming. The time involved in creation and maintenance of items sold was high. </li></ul></ul><ul><ul><li>Unmanaged Processes. The filing and processing of insurance claims was not optimal. </li></ul></ul><ul><ul><li>Unleveraged Processes. There was no easy way to leverage best practices across the IT and Analyst teams. </li></ul></ul><ul><ul><li>Single development environment leverages process knowledge across teams </li></ul></ul><ul><ul><li>Continually improving processes quickly gives Business Analysts visibility into process performance </li></ul></ul><ul><ul><li>Quickly on-boarded users </li></ul></ul>Challenges Results This US based company became a Lombardi customer in Q4 of 2007 and are currently working on implementing over 10 unique processes. This company is one of the largest company in the world, serving customers and members more than 200 million times per week at more than 8,416 retail units under 53 different banners in 15 countries. Program Click for Matrix
    47. 47. Specialty Food Store Re-Engineers Their Entire Business <ul><ul><li>Enabled 150 users to work remotely and collaborate over large distances </li></ul></ul><ul><ul><li>Drastically reduced process duplication, inaccurate data and usage of older IT platforms </li></ul></ul><ul><ul><li>Streamlined all of its business processes, from distribution and logistics to support and services </li></ul></ul>Challenges Results This US based company has been a Lombardi customer since Q1 of 2008. ” Blueprint has allowed the business to consciously move away from the traditional hierarchical view of management, with the corporate team and chief executive officer at the top, to a structure which is much more horizontal.” Steve Burge, IT Director <ul><ul><li>Inefficient Collaboration. Their paper-based business intelligence system consisted of passing spreadsheets, word documents and napkins back and forth. </li></ul></ul><ul><ul><li>Standardization. Unable to indentify and document the firm’s business processes so they could be re-architected in a standard format. </li></ul></ul><ul><ul><li>Legacy IT Systems. Lacked proper IT systems and infrastructure. </li></ul></ul>Blueprint Click for Matrix
    48. 48. Customer Use Cases: Services Click for Matrix
    49. 49. Leading Nordic Telecom Co. Adopts Sales Funnel Management <ul><ul><li>Reduction of quote-to-cash cycle time by 10 days </li></ul></ul><ul><ul><li>Significantly reduced time spent by sales team on post-sales phases </li></ul></ul><ul><ul><li>Full visibility into the sales process with reporting at all levels </li></ul></ul>Challenges Results This European based telecommunications company has been a Lombardi customer since Q2 of 2008. “ We see this as an opportunity to increase significantly the quality of service and valuable time spent with customers. Therefore BPM is a critical initiative within Business Services Finland, and we needed to find a partner we could trust throughout our BPM journey.” Batu Karasar, Sr. VP of Business Services Finland <ul><ul><li>Unmanaged Sales Process. Decision was made to move from account management (focusing on outcomes) which provides too little information too late. </li></ul></ul><ul><ul><li>Manually Intensive. Increased costs due to employee mistakes and frustration. </li></ul></ul><ul><ul><li>High Process Variability. There was no standard process or system and the sales team often used personal networks to complete their work. </li></ul></ul>Workflow Click for Matrix
    50. 50. Online Travel Agency Manages Hotel Inventory <ul><ul><li>50% process improvement in hotel on-boarding with validations </li></ul></ul><ul><ul><li>Faster and more accurate processes due to automation </li></ul></ul><ul><ul><li>Improved efficiency, accountability and readiness for audits </li></ul></ul>Challenges Results This US based online travel giant has been a Lombardi customer since Q2 of 2008. This leading global online travel company uses innovative technology (such as Teamworks!) to enable leisure and business travelers to research, plan and book a broad range of travel products. <ul><ul><li>Change Management. Managers experienced difficulty adding new properties to the system since there numerous validations that needed to occur. </li></ul></ul><ul><ul><li>Data Migration. Lacked the ability to migrate existing hotel properties from their legacy system to their extranet. </li></ul></ul><ul><ul><li>Enhance Inventory. Needed to enhance the inventory management capabilities in the their extranet. </li></ul></ul>Exception Click for Matrix
    51. 51. US Wireless Carrier Brings Efficiency to Billing Adjustments <ul><ul><li>Prolonged Process. The adjustments took too long to calculate, required many manual tasks and handoffs that were inconsistent. </li></ul></ul><ul><ul><li>No Visibility. It was difficult to coordinate work across different teams and legacy systems. </li></ul></ul><ul><ul><li>Lack of Agility. Underlying systems couldn’t change fast enough to keep up with new product offerings. Modifying them would be too costly to accommodate the required research and resolution functionality. </li></ul></ul><ul><ul><li>Reduced resolution time from 12 to 2 days </li></ul></ul><ul><ul><li>Project payback achieved in first 6 months by saving millions of dollars </li></ul></ul><ul><ul><li>Immediately increased call-center productivity by 9%, improving customer service </li></ul></ul>Challenges Results This US based telecommunications company has been a Lombardi customer since Q2 of 2003. This global integrated communications provider serves more than 26 million customers in over 100 countries. Handling customer billing disputes and adjustments for consumers and corporations was becoming operationally challenging and noticeably impacting revenue. Visibility Click for Matrix
    52. 52. Relocation Provider Develops Applications to Optimize Processes <ul><ul><li>Improved productivity through streamlined, consistent processes </li></ul></ul><ul><ul><li>Increased visibility with access to real-time status of clients </li></ul></ul><ul><ul><li>Reduced the cost to on-board new employees with improved training. New hires no longer have to “figure out” the process </li></ul></ul>Challenges Results This US based relocation services provider has been a Lombardi customer since Q3 of 2006. ” Teamworks enabled us to improve productivity and agility. It’s definitely easier to make changes using Teamworks, and that helps us be a more productive and lean organization, and also improves our ability to meet the needs of the business” Eric Keller, CIO <ul><ul><li>Variation in Process. There was significant variation in process due to various acquisitions. They needed metrics to measure the effectiveness of processes. </li></ul></ul><ul><ul><li>Lacking Visibility. Unable to provide the necessary customer service since they lacked visibility around processes. </li></ul></ul><ul><ul><li>Process Inefficiency. Manual work and legacy technology resulted in disorganized processes. </li></ul></ul>App Dev Click for Matrix
    53. 53. Leading On-line Ticket Marketplace Improves Business Applications <ul><ul><li>Process improvement of more than 20-30% from an already efficient process </li></ul></ul><ul><ul><li>Increased functionality in existing systems </li></ul></ul><ul><ul><li>Improved efficiency for routing requests helping to eliminate rework </li></ul></ul>Challenges Results This US based world leading ticket marketplace became a Lombardi customer in Q1 of 2007. This world leading ticket marketplace, reinvented the ticket resale market in 2000 and continues to lead through innovation. <ul><ul><li>Request Management. Needed a more effective way to handle customer service requests and escalations. </li></ul></ul><ul><ul><li>Slow Change. Customer service reps were unable to quickly modify and cancel orders. </li></ul></ul><ul><ul><li>Custom App Dev. They are looking develop new functionality around existing processes. </li></ul></ul>Program Click for Matrix
    54. 54. Freight Forwarder Creates Solutions From Process Discovery Results <ul><ul><li>Reduced payables time by 3 days and brought vendor accounts to a current status </li></ul></ul><ul><ul><li>Discovered that 1 bottleneck was the cause of 80% of their problems </li></ul></ul><ul><ul><li>Realized that 32% of invoices received contained some type of error </li></ul></ul>Challenges Results This European based international freight forwarder became a Lombardi customer in Q3 of 2009. “ Our systems were developed with the help of Lombardi Blueprint. The solution eventually made it to the desk of a high level board member. It was astonishing that a relatively low cost solution could be developed at the branch level when at the same time millions of dollars are being spent to revamp the entire system.” Peter Montalvo, Manager Accounts and Finance <ul><ul><li>Slow Process. Unable to keep vendor Accounts Payable record current. </li></ul></ul><ul><ul><li>High Overhead. Faced with excessive costs for processing payables. </li></ul></ul><ul><ul><li>Unidentified Problems. They knew they had problems, but were unable to pinpoint the pains and their extent. </li></ul></ul>Blueprint Click for Matrix
    55. 55. More Stories (Not in Matrix)
    56. 56. Financial Services Co. Processes New Credit Card Accounts <ul><ul><li>15% reduction in FTE for processing applications </li></ul></ul><ul><ul><li>85% reduction in time spent by managers gathering reporting data </li></ul></ul><ul><ul><li>Eliminated workarounds and increased reporting/tracking accuracy </li></ul></ul>Challenges Results This US based diversified financial services company has been a Lombardi customers since Q4 of 2006. They have multiple Teamworks implementations in place throughout their enterprise. “ We've been working with process improvement and management since 2000, we've gone into the Six Sigma realm and gained an executive level understanding of process…we took a step back with the IT organization and realized that our business partners needed us to get them some gains sooner than our traditional methodologies were taking, so BPM came to light and has made a huge impact for us.” Gene Rawls, VP of Continuous Improvement <ul><ul><li>Paper Intensive. Increasingly complex processes were paper intensive and manual which led to errors and inefficiencies. </li></ul></ul><ul><ul><li>Lack of Visibility. Little or no visibility into process performance. </li></ul></ul><ul><ul><li>High Costs. Yielded from over 12 months of process re-design and re-deployment . </li></ul></ul>Workflow Click for Matrix
    57. 57. Worldwide Insurance Co. Refines IT Quality Management System <ul><ul><li>Users are now trained within an hour </li></ul></ul><ul><ul><li>Savings of £100K per year </li></ul></ul><ul><ul><li>Decentralized process improvement team & reduced the headcount from 13 to 2 </li></ul></ul>Challenges Results This European based worldwide leader in insurance became a Lombardi customer in Q4 of 2009. &quot;The great thing about Blueprint is how easy it was to start. We only needed 30 minutes for the entire team to understand Blueprint. After the training, our team left the room feeling like process mapping experts.” David Owen, Process Consultant <ul><ul><li>Standardization. Had a costly un-scalable model for updating content due to paper based processes and lack of documentation. </li></ul></ul><ul><ul><li>Slow Response. Dealt with slow response times to act on feedback from comments made on the website. </li></ul></ul><ul><ul><li>Collaboration. Lacked the proper tools to have large teams communicate and collaborate on processes in real time. </li></ul></ul>Blueprint Click for Matrix
    58. 58. Thank You