How do you deal with tension between IT and Records Management in your organization? Both groups work on the same business processes but approach information management issues from different perspectives. Learn how continuous improvement techniques drawn from Lean principles can offer a path for the two groups to understand the issues from each side, and work together to facilitate the best outcome for the organization.  Learn about the current state of Information Management in AIIM’s latest report: http://info.aiim.org/2017-state-of-information-management

1. Facilitating Business Process
Improvement in Information
Management
Charlene Cunniffe
Associate Director, Governance & Operational Support
Information & Records Management

2. • History of Lean
• Introduction to Lean Principles &
Tools
• Using Lean & CI to Manage
Transversal Cooperation
• RIM and IT

3. One Company’s Approach
• Use Lean & Continuous Improvement tools & mindset
• Encourage executive sponsorship
• Expect cross-functional CI efforts
• Use lessons learned from Lean events such as kaizens
• Create End-to-End (E2E) process and accountable process
owners

5. IT & RIM Areas of Common Interest
• Information lifecycle management
• Information governance
• Deduplication of electronic files across the organization
• Legal holds
• Email management
• Deletion, migration & archiving from shared drives and external devices
• Onboarding/offboarding process
• Information security
• Tiered storage/cloud storage/ Office 365 – reducing ROT before migration to ease
volume
• Data migration and long-term archiving
• Electronic content management and document management
• Contract terms for information management vendors
• Retention policies for electronic files, including multimedia

6. Records and Information Management
What is a record?
Information, in any tangible or electronic medium, that is
created, received, or used in the transaction of Sanofi business,
or that Sanofi is legally required to maintain. Records media
include, but are not limited to, all forms of hard-copy and
electronic documents, database systems, emails, films,
microfiches, microfilms,photographs, biological samples
including tissue samples/slides, audio and video recordings.

7. Bridging the Gap
• Leadership recognition of transversal shared issues
• Often identified through
– Internal or external customer complaints
– Audit
– Risk management assessments
– Process breakdown
• Commitment to process improvement
• Brainstorming sessions, workshops, kaizens

8. History of Lean

10. How Lean Techniques Generate Value

11. DMAIC
• Define
• Measure
• Analyze
• Improve
• Control

12. Non-Value-Added Activities are Waste
• T
• I
• M
• P
• W
• O
• O
• D
People (Talent)
Over-processing

13. Define Phase

14. Lean Tools – Charter
• Defines the Who
• Confirms Sponsorship
• Allocates Responsibility
• Defines Success
• Adjustable

15. Measure Phase

16. Lean Tools – Value Stream Map / Process Map
Current and Future State

17. Analyze Phase

18. Improve Phase

19. Control Phase

21. Lean Tools – Implementation Plan
What, Who, When, Status at 30/60/90 Days

22. Control Phase is Reached
Goal:
• Ensure that the solutions are deployed and that the process
stays improved
Output:
• Documentation & training of the new method(s)
• Implementation Plan – who, when, how, status
• Communications Plan – essential in larger projects
• Change Management Plan – essential

23. Real Life Efforts
Could We Have Done Better with CI?
One example: Email retention program – lessons learned
• Coordination lacking between global and US re: decision to roll out program
• Treated as a short term effort but needed more project planning and execution
• IT-IRM shared responsibility for rollout and training in US and Canada
• Successful in reducing volume significantly with 90 day mailbox
• Many internal customer issues and complaints
• Issues with tools for replacement of .pst files and “forever” Inboxes
• Global records retention schedule (RRS) not completed in time or harmonized
• Limited tools & recommendations for email storage of the 2-3% of email that is records
• Potential for smoother adoption with more communication and preparation
• Currently partly deployed with pause to assess results and develop tools for records storage

24. Evolution of CI Plans – Onboarding &
Offboarding
• Began with recognition of issues with process
• At first, not seen as end-to-end process (hire to retire)
• Multiple events spawned by initial kaizens
• Recognition of need to establish full-scale E2E process
for new hires and terminations
• Continuing small kaizen efforts as issues identified

25. Charlene Cunniffe, MS, CRM, CIP, IGP
Associate Director, IRM Governance and Operations Support
Sanofi US
charlene.cunniffe@sanofi.com
TEL: 617-591-5957 CELL: 857-321-2022
675 West Kendall Street – Cambridge – Massachusetts 02142