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Transform your Company through Modern Process Applications

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Presented by: George Dunn, President, Cre8 Inc.; Lizzie Epstein, Director of Application Platform Marketing, Appian Corporation

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Transform your Company through Modern Process Applications

  1. 1. In association with: Presented by: Transform your Company through Modern Process Applications Presented May 13, 2015
  2. 2. In association with: Presented by: About AIIM AIIM is the Global Community of Information Professionals AIIM believes that the information systems we use at work should be simple, secure, and available anywhere, anytime, and on any device. Our mission is to improve organizational performance by empowering a community of leaders committed to information-driven innovation. Learn more at www.aiim.org
  3. 3. In association with: Presented by: AIIM Presents: Transform your Company through Modern Process Applications Host: Theresa Resek Director AIIM George Dunn President Cre8 Inc. Independent Consultants Lizzie Epstein Director of Application Platform Marketing Appian Corporation
  4. 4. In association with: Presented by: Introducing our Featured Speaker George Dunn President Cre8 Inc. Independent Consultants
  5. 5. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SPEAKER: GEORGE DUNN, PRESIDENT CRE8  Mr. George Dunn, Founder and President Of CRE8 Independent Consultants, is a worldwide recognized consultant, speaker, instructor, and author on Business Process Improvement, Workflow, Computer System Replacement, and Advanced Paperless Technologies Planning.  He is an accredited: Certified Workflow Specialist, Certified Application Design Specialist, Certified LEAN / Six Sigma Process Improvement Consultant, Certified Business Process Management Consultants, Certified Management Consultant, Auditor, EDP Auditor, and CPA (former).  He has served as an advisor to the Worldwide Workflow Standards Board for the Association of Information and Image (AIIM) and as Board member and Director of Education for numerous Chapters of AIIM.
  6. 6. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM CRE8 INDEPENDENT CONSULTANTS • CRE8 Independent Consultants is in its 20th year of service to clients. Our services include: – Process blueprint and redesign of complex operations, workflows and processes; – Advanced paperless technologies enterprise and application planning; and – Computer system replacement option evaluation and application/process design. • To date, CRE8 has worked with hundreds of organizations and thousands of individuals in the area of consulting and educational services. CRE8 has also hosted numerous nationally recognized technology and process innovation conferences and workshops, on- site and on the World Wide Web. • As independent consultants, CRE8 does not represent or sell technologies but instead works directly for its clients (end user organizations). This approach allows CRE8 to provide an independent voice regarding process improvement, applicability of technologies, development of a strategic plans, standards, application designs, and vendor/integrator evaluation.
  7. 7. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM As planning for process improvement must to be tailored to the specific needs of each organization, presentation attendees need to obtain assistance from internal or external experts to assist them in planning and implementation of process improvement. As the CRE8 presentation provides an introduction to process improvement it can not assume responsibility for the use, implementation or results of presentations, training, and materials provided. Materials presented this presentation summary may not be incorporated into any other presentation or resold. However selected quotes maybe taken from the presentation as long as they are referenced as copyright www.cre8inc.com . CRE8 TRAINING WORKSHOPS
  8. 8. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM How do we know if there is a need for process improvement? QUESTION
  9. 9. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SIGNS THAT A PROCESS NEEDS TO BE IMPROVED  Customer dissatisfaction  Lengthy service or product completion time  Quality decreasing  Costs / funding cuts  Rework  Safety issues  Lawsuits or discovery  Audit penalties
  10. 10. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SYMPTOMS THAT A PROCESS NEEDS TO BE IMPROVED  Communication issues  Quality control at end of process  Processes outcomes not predictable  Difficult to find out why things went wrong  Difficult to find out where a work packet is in the process  Employee turnover  Computer failures (including mediocre results)  Lack of process measurements
  11. 11. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SYMPTOMS THAT A PROCESS NEEDS TO BE IMPROVED  Organizational objectives do not match process objectives  Detailed work steps are not known  Documentation not followed or available  Efficiency stressed over quality or internal controls  Processes, employees, and documents seen as expenses instead of assets
  12. 12. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM What methodologies are available to improve a process? PROCESS IMPROVEMENT
  13. 13. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM  Continuous Process Improvement  Quality Is Free  Re-engineering  Business Process Management  LEAN  Six Sigma  Workflow EXAMPLE PROCESS IMPROVEMENT METHODOLOGIES
  14. 14. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM BUSINESS PROCESS MANAGEMENT (BPM) • Focused on process management • Innovation and flexibility • Assumes process must change as the business changes • Utilizes procedural and technology changes – Person to Person; System to System and Combinations • Strives towards process optimization TYPES OF PROCESS IMPROVEMENT METHODOLOGIES
  15. 15. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM FIVE STEPS OF BPM • Design – Baseline and Measurements • Model – Procedural, Technology, ROI • Execute – Conceptual Application Design – Detailed Application Design – Implementation • Monitor • Optimize – Performance monitoring – Continuously improve the process
  16. 16. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM Allows for a process, previous to new automation, to be:  Stabilized, clean up and improved  Realigned with new business rules  Better meet the voice of customer, vendor, and regulator CRE8 TAKE ON PROCESS IMPROVEMENT (BLENDED STRATEGY)
  17. 17. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM Understanding change tool options • Procedural (non-technical) changes • Current technology (owned) • New technology • EDM / ECM • Workflow • Electronic signatures • ERM • Apps • Data system BPM TECHNOLOGY CHANGE TOOLS REDESIGN
  18. 18. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM Process Improvement Project Risks CRE8 WORKSHOPS
  19. 19. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM Lack of – Buy In – Charter – Objective – Scope / Methodology – Approach – Urgency – Planning – Approach – Budget – Measurement – Roll Out / Follow Through PROCESS IMPROVEMENT PROJECT RISKS WHAT AREAS DO YOU SEE CHALLENGES?
  20. 20. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM IMAGE PROCESS INTERVENTIO NS HL STEP TASK 10x 10x NOT UNDERSTANDING LEVELS OF PROCESS ANALYSIS HL = HIGH LEVEL
  21. 21. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM IMPLEMENTING TECHNOLOGY ON TOP OF AN UNSTABLE OR UNIMPROVED PROCESS DATABASEPOSITION ECM ECM ECM WF WF WF WF WF WF CAPTURE E-DISCOVERY E-MAIL PROCESS
  22. 22. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM PROCESS IMPROVEMENT DASHBOARD SELECTION BASELINE REDESIGNGOAL CHANGE
  23. 23. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM BASELINE REDESIGNGOAL STUDY BUDGET CUSTOMERS AUDIT LITIGATION REPLACE PROCESS IMPROVEMENT DASHBOARD CHANGE
  24. 24. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SELECTION BASELINE REDESIGNGOAL SERVICE EFFICIENCY QUALITY COMPLIANCE PREPARE TEAM PROCESS IMPROVEMENT DASHBOARD CHANGE
  25. 25. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SELECTION BASELINE REDESIGNGOAL ACTIVITY STEP TASK STRESS IDEA MEASURE PROCESS IMPROVEMENT DASHBOARD CHANGE
  26. 26. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SELECTION BASELINE REDESIGNGOAL PROCEDURE OWNED TECH NEW TECH CURRENT NEW MEASURE PROCESS IMPROVEMENT DASHBOARD CHANGE
  27. 27. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM SELECTION BASELINE REDESIGN CHANGEGOAL NEW MODIFY ELIMINATE TIMELINE ASSIGN MEASURE PROCESS IMPROVEMENT DASHBOARD
  28. 28. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM CRE8 CASE STUDY #1 PROCEDURAL CHANGES REDESIGN
  29. 29. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM EXAMPLE PROCESS BASELINE B.P. - 1 ORGANIZATIONAL BLUEPRINT DRAFT EXAMPLE ORGANIZATION Form OPR1 1995-2008 CRE8 INC. C R RP CALLS 911 VEHICLE ACCIDENT OCCURS ON PUBLIC RIGHT OF WAY, IF INJURIES OCCUR, IF MULTIPLE VEHICLES ARE INVOLVED OR IF MAJOR DAMAGE TO VEHICLE. OTHER TYPES OF ACCIDENTS ARE NOT CAPTURED BY THIS PROCESS ( OUT OF SCOPE) IF POLICE ARRIVE. UPDATE THEIR LOG (TAKE NOTES). MAY WRITE TICKET AND/OR FILL OUT SOWVCR RP DOES NOT CALL 911 IF POLICE/FIRE/ MEDICAL DO NOT ARRIVE NO SOWVCR IS WRITTEN RP OBTAINES A SOWVCR (FROM NEAREST POLICE PRECINCT OR FROM ABC OPERATIONS CONTROL CENTER) RP FILLS IT OUT SOWVCR AND SENDS TO STATE OF WASHINGTON (97%). EMPLOYEE KEEPS CARBON COPY RP DOES NOT FILL OUT SOWVCR (3%) PERCENTA GE) RP MAY CONTACT MANAGER (E.G. PHONE CALL, PHONE MESSAGE, PAGE) RP MAY CONTACT SAFETY OFFICE (E.G. PHONE CALL, PHONE MESSAGE, PAGE) CALL MAY BE ROUTED BETWEEN SAFETY REPS KNOWS WHO TO CALL IN SAFETY DOES NOT KNOW WHO TO CALL IN SAFETY LEAVES MESSAGE SPEAKS TO CORRECT SAFETY REP LEAVES MESSAG E SPEAKS TO A SAFETY REP LEAVES MESSAGE SPEAKS TO CORRECT SAFETY REP. RP MAY CALL COMMUNICATION CENTER (E.G. PHONE CALL, PHONE MESSAGE, PAGE). OPEN 24*7. COM CENTER COLLECTS BASIC INFORMATION. FILL OUT EMERGENCY RESPONSE SHEET. DOES NOT KEEP LOG OR HAVE CHECKLIST/ INSTRUCTIONS TO FOLLOW. SUP OR CC OR SAFETY CALLS 911 SEE ** SPEAK TO MANAGER. MANAGER DOES NOT GO TO ACCIDENT SITE / IS NOT ABLE TO GO TO ACCIDENT SITE COM CENTER ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER, NO OFFICIAL LOG IS KEPT. COM CENTER DOES NOT HAVE CHECKLIST TO FOLLOW, THEY RELY ON TRAINING. (E.G. SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, IS CDL INVOLVED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED, IS THERE A MVA PACKET WITH ABC RP, WERE ABC RP INSTRUCTIONS FOLLOWED, WERE PICTURES TAKEN, HAVE FORMS BEEN EXCHANGED, WHO IS YOUR MANAGER, WHO IS YOUR SAFETY REP. COM CENTER DOES NOT KNOW WHICH SAFETY REP IS ASSIGNED OR MANAGER. FOLLOW BLUEPRINT BLUE LINE BACK UP FOR NEXT STEPS DO NOT CONNECT ON A TIMELY BASIS DO NOT CONNECT ON A TIMELY BASIS DETERMINE APPROPRIATE SAFETY RESPONSE SEE BP 1.1 LEAVES MESSAGE SUP OR CC OR SAFETY CALLS 911 SEE ** A TRYTO CALL SAFETY A A B SUPV ASK QUESTIONS ON PHONE GOES TO HOSPITAL MEDICAL AND/OR FIRE ARRIVE. UPDATE THEIR LOGS. SEE BP-2 IF COMMERCIAL VEHICLE SEE BP-3 CDL TO MVA REPAIR (OUT OF SCOPE) SAFETY REP(S) ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER. NO FORMAL LOG KEPT SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, IS CDL INVOLVED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED, IS THERE A CHEMICAL SPILL, IS THERE A MVA PACKET WITH ABC RP, WERE ABC RP INSTRUCTIONS FOLLOWED, WERE PICTURES TAKEN, HAVE FORMS BEEN EXCHANGED, WHO IS YOUR MANAGER. SAFETY DOES NOT HAVE A CHECKLIST TO FOLLOW, RELIES ON EXPERIENCE. MANAGER ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER. MANAGER MAY OR MAY NOT KNOW OR ASK ALL REQUIRED QUESTIONS . NO FORMAL LOG KEPT. (E.G. SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED) THERE IS NO STANDARD/CHECKLIST OF QUESTIONS FOR MANAGER TO FOLLOW) DETERMINE APPROPRIATE MANAGER RESPONSE SEE BP 1.5 DO NOT CONNECT ON A TIMELY BASIS TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP DOES NOT RECEIVE A COPY OF SOWVCR OR CITATION TO MVA REPAIR (OUT OF SCOPE) TO MVA REPAIR (OUT OF SCOPE) CASE STUDY BASELINE REDESIGN
  30. 30. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM EXAMPLE PROCESS BASELINE B.P. - 1 ORGANIZATIONAL BLUEPRINT DRAFT EXAMPLE ORGANIZATION Form OPR1 1995-2008 CRE8 INC. C R RP CALLS 911 VEHICLE ACCIDENT OCCURS ON PUBLIC RIGHT OF WAY, IF INJURIES OCCUR, IF MULTIPLE VEHICLES ARE INVOLVED OR IF MAJOR DAMAGE TO VEHICLE. OTHER TYPES OF ACCIDENTS ARE NOT CAPTURED BY THIS PROCESS ( OUT OF SCOPE) IF POLICE ARRIVE. UPDATE THEIR LOG (TAKE NOTES). MAY WRITE TICKET AND/OR FILL OUT SOWVCR RP DOES NOT CALL 911 IF POLICE/FIRE/ MEDICAL DO NOT ARRIVE NO SOWVCR IS WRITTEN RP OBTAINES A SOWVCR (FROM NEAREST POLICE PRECINCT OR FROM ABC OPERATIONS CONTROL CENTER) RP FILLS IT OUT SOWVCR AND SENDS TO STATE OF WASHINGTON (97%). EMPLOYEE KEEPS CARBON COPY RP DOES NOT FILL OUT SOWVCR (3%) PERCENTA GE) RP MAY CONTACT MANAGER (E.G. PHONE CALL, PHONE MESSAGE, PAGE) RP MAY CONTACT SAFETY OFFICE (E.G. PHONE CALL, PHONE MESSAGE, PAGE) CALL MAY BE ROUTED BETWEEN SAFETY REPS KNOWS WHO TO CALL IN SAFETY DOES NOT KNOW WHO TO CALL IN SAFETY LEAVES MESSAGE SPEAKS TO CORRECT SAFETY REP LEAVES MESSAG E SPEAKS TO A SAFETY REP LEAVES MESSAGE SPEAKS TO CORRECT SAFETY REP. RP MAY CALL COMMUNICATION CENTER (E.G. PHONE CALL, PHONE MESSAGE, PAGE). OPEN 24*7. COM CENTER COLLECTS BASIC INFORMATION. FILL OUT EMERGENCY RESPONSE SHEET. DOES NOT KEEP LOG OR HAVE CHECKLIST/ INSTRUCTIONS TO FOLLOW. SUP OR CC OR SAFETY CALLS 911 SEE ** SPEAK TO MANAGER. MANAGER DOES NOT GO TO ACCIDENT SITE / IS NOT ABLE TO GO TO ACCIDENT SITE COM CENTER ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER, NO OFFICIAL LOG IS KEPT. COM CENTER DOES NOT HAVE CHECKLIST TO FOLLOW, THEY RELY ON TRAINING. (E.G. SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, IS CDL INVOLVED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED, IS THERE A MVA PACKET WITH ABC RP, WERE ABC RP INSTRUCTIONS FOLLOWED, WERE PICTURES TAKEN, HAVE FORMS BEEN EXCHANGED, WHO IS YOUR MANAGER, WHO IS YOUR SAFETY REP. COM CENTER DOES NOT KNOW WHICH SAFETY REP IS ASSIGNED OR MANAGER. FOLLOW BLUEPRINT BLUE LINE BACK UP FOR NEXT STEPS DO NOT CONNECT ON A TIMELY BASIS DO NOT CONNECT ON A TIMELY BASIS DETERMINE APPROPRIATE SAFETY RESPONSE SEE BP 1.1 LEAVES MESSAGE SUP OR CC OR SAFETY CALLS 911 SEE ** A TRYTO CALL SAFETY A A B SUPV ASK QUESTIONS ON PHONE GOES TO HOSPITAL MEDICAL AND/OR FIRE ARRIVE. UPDATE THEIR LOGS. SEE BP-2 IF COMMERCIAL VEHICLE SEE BP-3 CDL TO MVA REPAIR (OUT OF SCOPE) SAFETY REP(S) ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER. NO FORMAL LOG KEPT SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, IS CDL INVOLVED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED, IS THERE A CHEMICAL SPILL, IS THERE A MVA PACKET WITH ABC RP, WERE ABC RP INSTRUCTIONS FOLLOWED, WERE PICTURES TAKEN, HAVE FORMS BEEN EXCHANGED, WHO IS YOUR MANAGER. SAFETY DOES NOT HAVE A CHECKLIST TO FOLLOW, RELIES ON EXPERIENCE. MANAGER ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER. MANAGER MAY OR MAY NOT KNOW OR ASK ALL REQUIRED QUESTIONS . NO FORMAL LOG KEPT. (E.G. SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED) THERE IS NO STANDARD/CHECKLIST OF QUESTIONS FOR MANAGER TO FOLLOW) DETERMINE APPROPRIATE MANAGER RESPONSE SEE BP 1.5 DO NOT CONNECT ON A TIMELY BASIS TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP DOES NOT RECEIVE A COPY OF SOWVCR OR CITATION CONTACT OF FLEET COORDINATOR IS NOT HAPPENING ON A CONSISTENT BASIS TO MVA REPAIR (OUT OF SCOPE) TO MVA REPAIR (OUT OF SCOPE) CONTACT OF FLEET COORDINATOR IS NOT HAPPENING ON A CONSISTENT BASIS CASE STUDY BASELINE REDESIGN
  31. 31. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM IF POLICE ARRIVE. UPDATE THEIR LOG (TAKE NOTES). POLICE MAY WRITE TICKET AND/OR FILL OUT SOWVCR NOTE: EVEN IF POLICE FILL OUT SOWVCR RP WILL STILL FILL ONE OUT. ORGANIZATIONAL BLUEPRINT DRAFT EXAMPLE ORGANIZATION PAGE ON-CALL SAFETY PERSON (SAFETY SOS TEAM). SAFETY CALLS COM CENTER / READS E- MAIL. RP WILL CALL COMMUNICATION CENTER (E.G. PHONE CALL, RADIO). OPEN 24*7. COM CENTER WILL ASK ABOUT SITUATION. ASK IF SITUATION AN INCIDENT (E.G. VEHICLE WAS STATIONARY, UNOCCUPIED, NO INJURIES, AND NO OTHER VEHICLE WAS INVOLVED) MEDICAL AND/OR FIRE ARRIVE. UPDATE THEIR LOGS. INSTRUCT RP TO CALL 911 IF REQUIRED, SAFETY WILL CONTACT SUPERVISOR SEE BP 1.5 SUPERVISOR RESPONSE TO BP-1.8 ACCIDENT ASK IF RP HAS CONTACTED 911, IF NOT HAVE RP CALL 911 AND THEN CALL COM CENTER BACK. AFTER RP HAS CONTACTED 911, RP WILL CALL COM CENTER. COM CENTER WILL ENTER BASIC INFORMATION USING ACCIDENT CHECK LIST (ACL) E- FORM ((E.G. ACCIDENT DATE / TIME, HAS 911 BEEN NOTIFIED, RP, RP CELL PHONE, WHAT'S THE LOCATION OF THE VEHICLE AND DRIVER, HAS INJURY OCCURRED, BRIEF DESCRIPTION OF ACCIDENT, TYPES VEHICLES INVOLVED IN ACCIDENT, IS TRAFFIC IMPAIRED, AND VEHICLE IDENTIFICATION NUMBER. COM CENTER THEN INSTRUCTS RP TO FOLLOW VAP PACKAGE INSTRUCTIONS (E.G. TAKE PICTURES, DIAGRAM ACCIDENT SITE, EXCHANGE INFORMATION - INSURANCE, LICENSE PLATE NUMBER, DRIVER LICENSE NUMBER, ETC). E-MAIL IS SENT TO SAFETY WITH CC'S AS ABOVE INCIDENT RP WILL WRITE BASIC INFORMATION USING VEHICLE INSPECTION / INCIDENT FORM (REVISED) AND SIGN. YESNO Form OPR1 1995-2008 CRE8 INC. C R EXAMPLE PROCESS REDESIGN B.P. - 1 CASE STUDY REDESIGN REDESIGN
  32. 32. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM EXAMPLE PROCESS BASELINE B.P. - 1 ORGANIZATIONAL BLUEPRINT DRAFT EXAMPLE ORGANIZATION Form OPR1 1995-2008 CRE8 INC. C R RP CALLS 911 VEHICLE ACCIDENT OCCURS ON PUBLIC RIGHT OF WAY, IF INJURIES OCCUR, IF MULTIPLE VEHICLES ARE INVOLVED OR IF MAJOR DAMAGE TO VEHICLE. OTHER TYPES OF ACCIDENTS ARE NOT CAPTURED BY THIS PROCESS ( OUT OF SCOPE) IF POLICE ARRIVE. UPDATE THEIR LOG (TAKE NOTES). MAY WRITE TICKET AND/OR FILL OUT SOWVCR RP DOES NOT CALL 911 IF POLICE/FIRE/ MEDICAL DO NOT ARRIVE NO SOWVCR IS WRITTEN RP OBTAINES A SOWVCR (FROM NEAREST POLICE PRECINCT OR FROM ABC OPERATIONS CONTROL CENTER) RP FILLS IT OUT SOWVCR AND SENDS TO STATE OF WASHINGTON (97%). EMPLOYEE KEEPS CARBON COPY RP DOES NOT FILL OUT SOWVCR (3%) PERCENTA GE) RP MAY CONTACT MANAGER (E.G. PHONE CALL, PHONE MESSAGE, PAGE) RP MAY CONTACT SAFETY OFFICE (E.G. PHONE CALL, PHONE MESSAGE, PAGE) CALL MAY BE ROUTED BETWEEN SAFETY REPS KNOWS WHO TO CALL IN SAFETY DOES NOT KNOW WHO TO CALL IN SAFETY LEAVES MESSAGE SPEAKS TO CORRECT SAFETY REP LEAVES MESSAG E SPEAKS TO A SAFETY REP LEAVES MESSAGE SPEAKS TO CORRECT SAFETY REP. RP MAY CALL COMMUNICATION CENTER (E.G. PHONE CALL, PHONE MESSAGE, PAGE). OPEN 24*7. COM CENTER COLLECTS BASIC INFORMATION. FILL OUT EMERGENCY RESPONSE SHEET. DOES NOT KEEP LOG OR HAVE CHECKLIST/ INSTRUCTIONS TO FOLLOW. SUP OR CC OR SAFETY CALLS 911 SEE ** SPEAK TO MANAGER. MANAGER DOES NOT GO TO ACCIDENT SITE / IS NOT ABLE TO GO TO ACCIDENT SITE COM CENTER ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER, NO OFFICIAL LOG IS KEPT. COM CENTER DOES NOT HAVE CHECKLIST TO FOLLOW, THEY RELY ON TRAINING. (E.G. SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, IS CDL INVOLVED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED, IS THERE A MVA PACKET WITH ABC RP, WERE ABC RP INSTRUCTIONS FOLLOWED, WERE PICTURES TAKEN, HAVE FORMS BEEN EXCHANGED, WHO IS YOUR MANAGER, WHO IS YOUR SAFETY REP. COM CENTER DOES NOT KNOW WHICH SAFETY REP IS ASSIGNED OR MANAGER. FOLLOW BLUEPRINT BLUE LINE BACK UP FOR NEXT STEPS DO NOT CONNECT ON A TIMELY BASIS DO NOT CONNECT ON A TIMELY BASIS DETERMINE APPROPRIATE SAFETY RESPONSE SEE BP 1.1 LEAVES MESSAGE SUP OR CC OR SAFETY CALLS 911 SEE ** A TRYTO CALL SAFETY A A B SUPV ASK QUESTIONS ON PHONE GOES TO HOSPITAL MEDICAL AND/OR FIRE ARRIVE. UPDATE THEIR LOGS. SEE BP-2 IF COMMERCIAL VEHICLE SEE BP-3 CDL TO MVA REPAIR (OUT OF SCOPE) SAFETY REP(S) ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER. NO FORMAL LOG KEPT SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, IS CDL INVOLVED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED, IS THERE A CHEMICAL SPILL, IS THERE A MVA PACKET WITH ABC RP, WERE ABC RP INSTRUCTIONS FOLLOWED, WERE PICTURES TAKEN, HAVE FORMS BEEN EXCHANGED, WHO IS YOUR MANAGER. SAFETY DOES NOT HAVE A CHECKLIST TO FOLLOW, RELIES ON EXPERIENCE. MANAGER ON PHONE/RADIO ASK FOLLOWING QUESTIONS. TAKE NOTES ON PAPER. MANAGER MAY OR MAY NOT KNOW OR ASK ALL REQUIRED QUESTIONS . NO FORMAL LOG KEPT. (E.G. SEVERITY OF DAMAGE, HAS INJURY OCCURRED, HAS 911 BEEN NOTIFIED, WHO WAS INVOLVED, TYPE OF VEHICLE/EQUIPMENT INVOLVED, WHAT'S THE LOCATION, IS TRAFFIC IMPAIRED) THERE IS NO STANDARD/CHECKLIST OF QUESTIONS FOR MANAGER TO FOLLOW) DETERMINE APPROPRIATE MANAGER RESPONSE SEE BP 1.5 DO NOT CONNECT ON A TIMELY BASIS TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP TO BP 1.8 IF SUPV OR SAFETY DOES NOT MAKE IT TO ACC SITE/ HOSP DOES NOT RECEIVE A COPY OF SOWVCR OR CITATION TO MVA REPAIR (OUT OF SCOPE) TO MVA REPAIR (OUT OF SCOPE) REDESIGN CASE STUDY BASELINE
  33. 33. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM IF POLICE ARRIVE. UPDATE THEIR LOG (TAKE NOTES). POLICE MAY WRITE TICKET AND/OR FILL OUT SOWVCR NOTE: EVEN IF POLICE FILL OUT SOWVCR RP WILL STILL FILL ONE OUT. ORGANIZATIONAL BLUEPRINT DRAFT EXAMPLE ORGANIZATION PAGE ON-CALL SAFETY PERSON (SAFETY SOS TEAM). SAFETY CALLS COM CENTER / READS E- MAIL. RP WILL CALL COMMUNICATION CENTER (E.G. PHONE CALL, RADIO). OPEN 24*7. COM CENTER WILL ASK ABOUT SITUATION. ASK IF SITUATION AN INCIDENT (E.G. VEHICLE WAS STATIONARY, UNOCCUPIED, NO INJURIES, AND NO OTHER VEHICLE WAS INVOLVED) MEDICAL AND/OR FIRE ARRIVE. UPDATE THEIR LOGS. INSTRUCT RP TO CALL 911 IF REQUIRED, SAFETY WILL CONTACT SUPERVISOR SEE BP 1.5 SUPERVISOR RESPONSE TO BP-1.8 ACCIDENT ASK IF RP HAS CONTACTED 911, IF NOT HAVE RP CALL 911 AND THEN CALL COM CENTER BACK. AFTER RP HAS CONTACTED 911, RP WILL CALL COM CENTER. COM CENTER WILL ENTER BASIC INFORMATION USING ACCIDENT CHECK LIST (ACL) E- FORM ((E.G. ACCIDENT DATE / TIME, HAS 911 BEEN NOTIFIED, RP, RP CELL PHONE, WHAT'S THE LOCATION OF THE VEHICLE AND DRIVER, HAS INJURY OCCURRED, BRIEF DESCRIPTION OF ACCIDENT, TYPES VEHICLES INVOLVED IN ACCIDENT, IS TRAFFIC IMPAIRED, AND VEHICLE IDENTIFICATION NUMBER. COM CENTER THEN INSTRUCTS RP TO FOLLOW VAP PACKAGE INSTRUCTIONS (E.G. TAKE PICTURES, DIAGRAM ACCIDENT SITE, EXCHANGE INFORMATION - INSURANCE, LICENSE PLATE NUMBER, DRIVER LICENSE NUMBER, ETC). E-MAIL IS SENT TO SAFETY WITH CC'S AS ABOVE INCIDENT RP WILL WRITE BASIC INFORMATION USING VEHICLE INSPECTION / INCIDENT FORM (REVISED) AND SIGN. YESNO Form OPR1 1995-2008 CRE8 INC. C R EXAMPLE PROCESS REDESIGN B.P. - 1 REDESIGN CASE STUDY REDESIGN
  34. 34. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM CRE8 CASE PROCEDURAL AND TECHNOLOGY CHANGES CASE STUDY #2 REDESIGN
  35. 35. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM Process Steps 1942, Process Stress Points 512 CASE STUDY APPLICATION PROCESS BASELINE NUMBER OF PROCESS STEPS Task counts 180 296 57 97 18 4 202 43 824 3 130 88 512 0 100 200 300 400 500 600 700 800 900 DECISION SYSTEM ANALYZE WRITE PHONE MEETING SORT COPY TRANSPORT FAX FILE PRINT STRESS POINTS Task type Baseline REDESIGN
  36. 36. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM Source: CRE8 Study CASE STUDY APPLICATION PROCESS STEP PERCENTAGE OF WORK DECISION 9% SYSTEM 15% ANALYZE 3% SORT 10% COPY 2% TRANSPORT 43% FAX 0% FILE 7% PRINT 5% MEETING 0% WRITE 5% PHONE 1% REDESIGN
  37. 37. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM REDUCE PROCESS STEPS FROM 1942 TO 1585 (- 18%), REDUCE STRESS POINTS FROM 512 TO 309 (- 40%) CASE STUDY APPLICATION PROCESS REDESIGN UTILIZING PROCEDURAL CHANGES AND CURRENT OWNED TECHNOLOGIES Task counts 180 296 57 97 18 4 202 43 824 3 130 88 512 149 258 44 79 13 5 160 27 656 3 117 74 309 0 100 200 300 400 500 600 700 800 900 DECISIO N SYSTEM AN ALYZE W R ITE PHO N E M EETING SO RT CO PY TRA NSPO RT FAX FILE PRINT STRESS PO IN TS Task type Baseline Redesign A REDESIGN
  38. 38. INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015 .COM CASE STUDY APPLICATION PROCESS REDESIGNED WITH PROCEDURAL CHANGES, CURRENT OWNED TECHNOLOGIES, AND ECM/WORKFLOW TECHNOLOGIES REDUCE PROCESS STEPS FROM 1942 TO 643 (- 67%), REDUCE STRESS POINTS FROM 512 TO 284 (- 44%) Task counts 180 296 57 97 18 4 202 43 824 3 130 88 512 149 258 44 79 13 5 0 0 0 0 0 20 74 284 0 100 200 300 400 500 600 700 800 900 D EC ISIO N SYSTEM A N A LYZE W R ITE PH O N E M EETIN G SO R T C O PY TR A N SPO R T FA X FILE PR IN T STR ESS PO IN TS Task type REDESIGN
  39. 39. In association with: Presented by: Introducing our Sponsor Speaker Lizzie Epstein Director of Application Platform Marketing Appian Corporation
  40. 40. Agenda: BPM Implementation • Introduction: Appian and BPM Implementation • Tools for Modernizing & Transforming your Business Processes: 1. BPM Platform 2. Agile Development 3. Cloud • Case Studies – Crawford & Co: Catastrophe Response – Ryder: Truck Rental Cycle – Dallas Fort Worth: Paperless Airport • Q&A
  41. 41. Introduction About Appian… • Software solutions for Government & Commercial Enterprises since 1999 • BPM Applications since 2004 • Appian provides: software platform, best practices, consulting, BPM thought leadership About our Customers… • 250+ customers across 25+ industries (Financial Services, Government, Retail, Insurance, Manufacturing, Telecom, Pharmaceuticals, Healthcare, etc.) • Customers come to Appian to: • Automate processes, connect departments & systems, add efficiency to operations, build rapid applications
  42. 42. Transformation #1: BPM Application Platform • Automate your process and build applications on a modern BPM Platform • BPM Platform Principles: – Model-Driven Development: Configure, Not Code – Automate, Analyze, Repeat – Knowledge & Collaboration vs. Siloes – Build Once, Deploy Everywhere (and Every Time) … End Result: Build Better Applications, Faster.
  43. 43. BPM Platform: Configure, Not Code • Visually Create & Update: – Processes & Workflows – Business Rules – User Interfaces (Task Forms, Dashboards, Reports) – System Integrations – Process / Application Governance • Custom Processes without Custom Coding – Pre-Built Components – Save Time without Sacrificing Power & Flexibility
  44. 44. BPM Platform: Automate, Analyze, Repeat • Automate Manual Work with Process Modeling + Execution – Process Model  Application • Business Rules for Decisions, Deadlines, Exceptions • Efficiency, Compliance, Errors • Monitor & Measure Performance – Real-Time Analytics – Status Dashboards • Continuous Improvement – Deploy Version 2 and repeat!
  45. 45. BPM Platform: Knowledge + Collaboration - Siloes • Increase Collaboration Between: – Business + IT + Executives • Common Process Models • Common Language – Knowledge Workers – People + Systems – Multiple Applications / Processes • End Result: Better, Faster Decisions
  46. 46. BPM Platform: Build Once, Deploy Everywhere • Process needs to be accessible and universal! – Across All Devices: Mobile, Browsers, Etc. • Security: Cloud or Data Center • Consumers: Employees & Customers – How do processes affect customers, business partners? • Connections: Systems & Sensors as process inputs – Internet of Things • Now + Future – BPM Platform Evolves Your Applications Evolve Too
  47. 47. Transformation #2: Agile Development • Agile Characteristics: – Iterative & Incremental – Lightweight Processes – Focused on people – Produce working software frequently! • Methodology examples: Scrum, Kanban, eXtreme Programming, Lean • Great For: – Quick Wins – Complex Transformation Projects • Agile Benefits from BPM and Vice-Versa – Rapid design tools make it easy to test & iterate – BPM can help with Agile Processes
  48. 48. Transformation #3: Cloud • Get started instantly, Scale as needed • Enterprise Cloud Adoption Increasing – $13 Billon / Year on Enterprise Cloud Spending – Connect business processes to other Cloud apps • Mature Security, Compliance, and Audit Standards – PCI, FedRAMP, SOC2, etc. – Secure industries such as Pharma, FS, and Government becoming more cloud-comfortable. • Public or Private Cloud • Great Synergy with BPM + Agile
  49. 49. Crawford & Company: Disaster Response Catastrophe Response Process: • Global Intake of Claims • Business Rules allocate tasks to Adjusters based on Location, Skill & Expertise • Adjuster goes to Catastrophe Site with iPad – Intake survey, inspection, photos, and videos • Claims Process instantly starts @HQ Results: • 80% faster claim uptake • 70% faster invoicing • 90% streamlining of call center ops
  50. 50. Ryder: Managing the Truck Rental Cycle Rental Processes: • Rental Signature Capture • Inventory Validation • Insurance Paperwork • Accident Claims • Breakdown Analysis Results: • 50% Reduction in rental transaction times • >99% fulfillment of rental guarantees • 10% increase in customer sat scores
  51. 51. Dallas-Fort Worth: Paperless Airport DFW Business Challenges: • 4th Busiest Airport in the World – 1,800 flights / day – 60M Customers / Year • Need to Increase Operational Efficiency • Executives and staff required mobile access to ALL operations BPM Solution: • 18 process applications in 9 months – Safety Incident Reporting – Maintenance Tracking – Inspections – Passenger Customer Service – HR Processes • Connects 2000 employees • Reduce paper use by 50% in 5 years
  52. 52. Contact Info http://www.appian.com http://www.bpmbasics.com elizabeth.epstein@appian.com
  53. 53. In association with: Presented by: QUESTIONS?
  54. 54. In association with: Presented by: AIIM Resources www.aiim.org/research Download AIIM Studies
  55. 55. aiim.org/training • Enterprise Content Management Improve customer and staff engagement, ensure compliance, and automate business processes. • Business Process Management Map, design, and automate operational processes for your organization using a combination of strategies, change management, and technologies. • Taxonomy & Metadata Optimize navigation, findability, and information discovery through content classification. • Information Governance Create an information accountability framework that reduces costs, manages risk, and optimizes value. • Managing Records & eDiscovery with SharePoint 2013 Manage records, ensure compliance, and prepare for civil litigation requests. • Electronic Records Management Know what to keep and what to discard as volume, variety, and velocity of digital information intensifies. AIIM Training
  56. 56. In association with: Presented by: Connect with AIIM As the Global Community for Information Professionals, join us here • AIIM’s Resource Centers – www.aiim.org/resource-centers • AIIM's Blogging Community – http://community.aiim.org • LinkedIn Group – www.linkedin.com/groups/AIIM-Global-Community-Information-Professionals-3698 • Twitter – www.aiim.org/Connect/Twitter • Facebook – www.facebook.com/aiimcommunity • Digital Landfill – http://info.aiim.org/digital-landfill
  57. 57. In association with: Presented by:  Enterprise Content Management (ECM)  Business Process Management (BPM)  Capture & Scanning  Collaboration  Content Analytics  Electronic Records Management (ERM)  Information Governance  Search  SharePoint  Taxonomy & Metadata  Web Content Management Access Industry Tutorials, Research, Webinars, and Expert Advice Blogs – all in one place Visit aiim.org/resource-centers AIIM Resource Centers
  58. 58. In association with: Presented by: Survey and Feedback To take our Survey, click on the link in the Resources tab at the bottom of your screen. Tell us how we did today, and offer suggestions for topics of future events.
  59. 59. In association with: Presented by: Upcoming Webinars June 3rd Revealed: The 5-Step Formula for Reducing Document Capture Costs June 17th Convergence of Mobile Capture and Case Management: capture it, process it, and get work done! Register Today at www.aiim.org/webinars View our library of Webinars On Demand www.aiim.org/WebinarsOnDemand

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