As the volume of information flowing through the enterprise increases approximately 60%
a year, there’s no doubt controlling the costs of managing business critical documents is an increasingly formidable challenge.
IT plays an important role in business process implementation by reducing cycle times. For example, using the internet, design centers and manufacturing plants can communicate designs in days rather than weeks. When combined with business process reengineering (BPR), IT provides benefits like reduced turnaround times, less fraud and corruption, increased accuracy, and faster communication. IT specialists help ensure new processes are properly automated and users are trained on new IT systems. The reengineering of information systems through flexible IT is essential for effective company functioning and helping achieve strategic goals.
The document discusses the role of information technologies in business process reengineering. It makes three key points:
1. Information technologies are a crucial tool for rationally managing business processes during reengineering, as they can be used to change processes and influence social components like employees.
2. However, information technologies are a means of supporting reengineering, not a replacement for it. Automation refines processes but does not enact radical change.
3. Managers must implement information technologies to optimize processes while also guiding organizational changes through reengineering. Information technologies and reengineering both aim to improve processes and competitiveness.
The document discusses business process reengineering and the role of information technology. It covers several key points:
1) IT has historically played an important role in enabling new forms of working and collaboration. Early BPR identified technologies like shared databases and expert systems that challenged traditional work models.
2) Business process reengineering aims to fundamentally rethink workflows and processes to improve customer service, cut costs, and increase competitiveness. It focuses on redesigning processes rather than functions.
3) Examples are provided of how companies like Walmart and Ford redesigned their processes using IT to improve efficiency, effectiveness, and transformation. Principles of BPR like organizing around outcomes and linking parallel activities are also outlined.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
1. BPR requires taking a broader view of both IT and business processes, and seeing IT as more than just automating processes but fundamentally reshaping how business is done.
2. IT and BPR have a recursive relationship, where IT capabilities should support business processes, and processes should be designed around IT capabilities.
3. IT can bring about radical improvements to business processes through automation, information capture, changing process sequences, close monitoring, and improved analysis and decision making.
The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve improvements in areas like cost, quality and speed. BPR focuses on transforming organizations by redesigning processes, structure and culture. It emphasizes building processes around customer requirements and cross-functional teams. The document outlines the objectives, principles, applications and implementation methods of BPR including selecting processes, simplifying steps, assigning roles and automating using information technology.
This document discusses the role of technology in business process reengineering (BPR). It outlines how information technology (IT) can enable BPR by allowing organizations to centralize and decentralize functions simultaneously, allowing generalists to perform specialist tasks, and making information available across shared databases. The document also describes how IT helps redesign processes before and after the design process and how it can help overcome barriers like distance. Key ways IT enables BPR include improved collaboration, analysis and information sharing, and implementing new process designs.
This document discusses the role of information technology (IT) in business process reengineering (BPR). IT capabilities like shared databases, expert systems, and decision support tools can help reshape how business is done and make BPR and IT natural partners. IT can act as an enabler during process design, a facilitator while designing new processes, and an implementer after process design is complete. Specific IT roles include enabling transactions, linking geographically dispersed resources, increasing speed, enabling automation, facilitating analysis, and managing information and knowledge. The principles of reengineering proposed by Hammer emphasize organizing around outcomes, having end users perform processes, treating dispersed resources as centralized, and capturing information once at the source.
IT plays an important role in business process implementation by reducing cycle times. For example, using the internet, design centers and manufacturing plants can communicate designs in days rather than weeks. When combined with business process reengineering (BPR), IT provides benefits like reduced turnaround times, less fraud and corruption, increased accuracy, and faster communication. IT specialists help ensure new processes are properly automated and users are trained on new IT systems. The reengineering of information systems through flexible IT is essential for effective company functioning and helping achieve strategic goals.
The document discusses the role of information technologies in business process reengineering. It makes three key points:
1. Information technologies are a crucial tool for rationally managing business processes during reengineering, as they can be used to change processes and influence social components like employees.
2. However, information technologies are a means of supporting reengineering, not a replacement for it. Automation refines processes but does not enact radical change.
3. Managers must implement information technologies to optimize processes while also guiding organizational changes through reengineering. Information technologies and reengineering both aim to improve processes and competitiveness.
The document discusses business process reengineering and the role of information technology. It covers several key points:
1) IT has historically played an important role in enabling new forms of working and collaboration. Early BPR identified technologies like shared databases and expert systems that challenged traditional work models.
2) Business process reengineering aims to fundamentally rethink workflows and processes to improve customer service, cut costs, and increase competitiveness. It focuses on redesigning processes rather than functions.
3) Examples are provided of how companies like Walmart and Ford redesigned their processes using IT to improve efficiency, effectiveness, and transformation. Principles of BPR like organizing around outcomes and linking parallel activities are also outlined.
Business Process Re-engineering (BPR): Role of ITAbhinav Johnson
IT plays three key roles in business process reengineering (BPR):
1. As an enabler before the process is designed, by providing insights into existing conditions and capabilities to help define strategies and visions.
2. As a facilitator during process design, through tools that help analyze current processes, model new designs, and improve collaboration.
3. As an implementer after the design is complete, to automate new processes and introduce digital technologies that support the redesigned processes.
1. BPR requires taking a broader view of both IT and business processes, and seeing IT as more than just automating processes but fundamentally reshaping how business is done.
2. IT and BPR have a recursive relationship, where IT capabilities should support business processes, and processes should be designed around IT capabilities.
3. IT can bring about radical improvements to business processes through automation, information capture, changing process sequences, close monitoring, and improved analysis and decision making.
The document discusses Business Process Reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve improvements in areas like cost, quality and speed. BPR focuses on transforming organizations by redesigning processes, structure and culture. It emphasizes building processes around customer requirements and cross-functional teams. The document outlines the objectives, principles, applications and implementation methods of BPR including selecting processes, simplifying steps, assigning roles and automating using information technology.
This document discusses the role of technology in business process reengineering (BPR). It outlines how information technology (IT) can enable BPR by allowing organizations to centralize and decentralize functions simultaneously, allowing generalists to perform specialist tasks, and making information available across shared databases. The document also describes how IT helps redesign processes before and after the design process and how it can help overcome barriers like distance. Key ways IT enables BPR include improved collaboration, analysis and information sharing, and implementing new process designs.
This document discusses the role of information technology (IT) in business process reengineering (BPR). IT capabilities like shared databases, expert systems, and decision support tools can help reshape how business is done and make BPR and IT natural partners. IT can act as an enabler during process design, a facilitator while designing new processes, and an implementer after process design is complete. Specific IT roles include enabling transactions, linking geographically dispersed resources, increasing speed, enabling automation, facilitating analysis, and managing information and knowledge. The principles of reengineering proposed by Hammer emphasize organizing around outcomes, having end users perform processes, treating dispersed resources as centralized, and capturing information once at the source.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
To implement a BPR strategy, an organization must first select the process to reengineer and appoint a cross-functional team to lead the effort. The team then analyzes the current process, develops a vision for an improved process, and creates an action plan to execute changes and realize dramatic improvements in areas like cost, quality, and speed. Finally, the organization implements the new process to achieve the goals of BPR.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
All You Need to Know About Managed Print Services InkCycle
The document discusses a webinar on managed print services (MPS) presented by Office Document Consulting Inc. It covers the key benefits of MPS programs, including increased customer retention and profitability. It also discusses assessment strategies, selling MPS, components of a successful MPS program, and remote management software.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
This document discusses how a leading private insurance company implemented a Business Process Management (BPM) solution from Newgen to improve critical business processes, increase employee productivity and efficiency, and achieve operational excellence. The solution helped reduce turnaround times, processing times, and operational costs by over 50-75% while increasing employee productivity by over 70% and volumes handled by almost 300%. It provided benefits like a 135% return on investment and improved customer service quality and satisfaction. The solution automated processes like new business and policy owner servicing across 37 locations.
Traditional BPM focuses on continuously improving business processes through a defined lifecycle of modeling, implementing, executing, monitoring, and optimizing processes. However, in today's digital world, a proactive digital strategy is needed that identifies customer outcomes and uses digital technologies to improve processes, combine data and capabilities, and enhance customer experiences. Disruptive digital innovations are transforming traditional ways of doing business and relationships. Healthcare in the US is very expensive yet quality lags other countries - costs are over double the median for other industrialized nations but preventable medical errors and issues with access and chronic care remain problems.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses business process reengineering and the role of information technology. It defines business process reengineering as fundamentally rethinking and redesigning business processes to dramatically improve performance metrics like cost, quality, and speed. The document then outlines the implementation process for business process reengineering and discusses the critical role information technology plays in enabling reengineering efforts through supporting analysis, influencing process design, and enabling new process capabilities.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
The document outlines the steps for conducting practical business process reengineering (BPR). It begins with pre-project preparation and project kick-off. Next are steps to design the current ("as-is") and future ("to-be") business models, study legal impacts, conduct a gap analysis, develop HR manuals and policies/procedures. The final steps are to plan and implement the future processes, and manage organizational change. Key activities include documenting processes, developing process maps, and analyzing gaps between current and future states to drive improvements.
This white paper discusses factors to consider when deciding whether to transition a fulfillment operation from manual paper picking to automated paperless picking. It outlines the business challenges distribution center managers face today in meeting accuracy, productivity, and flexibility demands. The white paper recommends starting with a thorough analysis of the current operation to identify weaknesses. Automated solutions like pick-to-light and voice picking can increase productivity by 25-50% and cut training time, helping improve accuracy rates and reduce costs from returns. The document provides an example calculation showing how a 30% productivity gain from automating could result in over $112,000 in annual labor cost savings.
The document discusses reengineering the organization. It defines reengineering as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. The key aspects of reengineering covered include preparing the organization for global competitiveness, defining the process, features like fundamental rethinking and radical redesign, and the role of information technology as an initiator, facilitator, or enabler of reengineering. The expected outcomes include redefining the business domain and processes as well as implementing new information systems.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
This document provides an excerpt from an IDC MarketScape report on smart multifunction peripherals (MFPs) in the US market in 2013. It discusses key factors for success with smart MFPs, including a complete product and services portfolio. It also outlines IDC's vendor assessment methodology and positions major vendors as leaders, major players, contenders or participants based on their strategies and capabilities. The excerpt highlights Lexmark as a leader, noting its broad MFP lineup, software acquisition strategy and emphasis on managed print services.
eCopy document imaging solutions scan paper documents and convert them into digital files that can be edited, distributed, and integrated into business software systems. This improves efficiency by reducing time spent on paperwork and enabling paper-free collaboration. eCopy offers solutions for individuals, workgroups, and large enterprises that turn multifunction printers and scanners into document capture devices. The solutions provide functionality for capturing, creating, editing, and distributing digital documents as well as integrating with business applications.
The document discusses business process reengineering (BPR). It defines BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. The key is to focus on processes, not tasks or jobs. It outlines the 5 main activities of BPR: 1) Prepare for reengineering 2) Map and analyze the existing ("as-is") process 3) Design the new ("to-be") process 4) Implement the new process and 5) Continuously improve the process. It provides an example of how BPR was used to dramatically improve an insurance application approval process.
The document discusses several topics related to business process reengineering and IT solutions. It describes key indicators that an IT vendor solution may be best for implementing business process reengineering, such as dysfunctionality in the current system. It also discusses the key strengths of service-oriented architectures for modern businesses, including modularity, reusability, and self-contained services. Additionally, it describes how tools like environmental analysis, SWOT analysis, value chain analysis, and business strategy choice can influence business process reengineering and provides examples. Standards for measuring organizational performance and information systems functions are also rated.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
This document outlines key concepts related to business process reengineering (BPR). It defines BPR as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements. The document describes the three dimensions of BPR - physical/technical, infrastructure, and value dimensions. It also lists objectives of BPR, warning signs that indicate the need for BPR, and situations where BPR can benefit an organization.
To implement a BPR strategy, an organization must first select the process to reengineer and appoint a cross-functional team to lead the effort. The team then analyzes the current process, develops a vision for an improved process, and creates an action plan to execute changes and realize dramatic improvements in areas like cost, quality, and speed. Finally, the organization implements the new process to achieve the goals of BPR.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
Towards a Software Framework for Automatic Business Process RedesignIDES Editor
A key element to the success of any organization is
the ability to continuously improve its business process
performance. Efficient Business Process Redesign (BPR)
methodologies are needed to allow organizations to face the
changing business conditions. For a long time, practices for
BPR were done case-by-case and were based on the insights
and knowledge of an expert to the organization. It can be
argued that efficiency, however, can further be achieved with
the support of automatic process redesign tools which are few
at the moment. Process mining as a recent approach allows
for the extraction of information from event logs recorded in
different information systems. In this paper we argue that
results driven by process mining techniques can be used to
capture the various types of inefficiencies in the organization
and hence propose efficient redesigns of its business model.
We first give an outline on the current directions towards
automatic BPR followed by a review on the different process
mining techniques and its usage in different applications.
Then, a specific framework of a Software tool that uses process
mining to support automatic BPR is presented.
All You Need to Know About Managed Print Services InkCycle
The document discusses a webinar on managed print services (MPS) presented by Office Document Consulting Inc. It covers the key benefits of MPS programs, including increased customer retention and profitability. It also discusses assessment strategies, selling MPS, components of a successful MPS program, and remote management software.
1. Business process reengineering is the fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.
2. It involves fundamentally rethinking processes, disregarding existing structures and procedures, and empowering employees as process teams to achieve end-to-end process alignment rather than departmental focus.
3. Successful reengineering at IBM Credit Corporation reduced credit application turnaround time from a typical 7 days to just 4 hours through radical process changes that streamlined roles and empowered a data structurer to complete applications end-to-end.
This document discusses how a leading private insurance company implemented a Business Process Management (BPM) solution from Newgen to improve critical business processes, increase employee productivity and efficiency, and achieve operational excellence. The solution helped reduce turnaround times, processing times, and operational costs by over 50-75% while increasing employee productivity by over 70% and volumes handled by almost 300%. It provided benefits like a 135% return on investment and improved customer service quality and satisfaction. The solution automated processes like new business and policy owner servicing across 37 locations.
Traditional BPM focuses on continuously improving business processes through a defined lifecycle of modeling, implementing, executing, monitoring, and optimizing processes. However, in today's digital world, a proactive digital strategy is needed that identifies customer outcomes and uses digital technologies to improve processes, combine data and capabilities, and enhance customer experiences. Disruptive digital innovations are transforming traditional ways of doing business and relationships. Healthcare in the US is very expensive yet quality lags other countries - costs are over double the median for other industrialized nations but preventable medical errors and issues with access and chronic care remain problems.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
The document discusses business process reengineering and the role of information technology. It defines business process reengineering as fundamentally rethinking and redesigning business processes to dramatically improve performance metrics like cost, quality, and speed. The document then outlines the implementation process for business process reengineering and discusses the critical role information technology plays in enabling reengineering efforts through supporting analysis, influencing process design, and enabling new process capabilities.
Experience Mazda Zoom Zoom Lifestyle and Culture by Visiting and joining the Official Mazda Community at http://www.MazdaCommunity.org for additional insight into the Zoom Zoom Lifestyle and special offers for Mazda Community Members. If you live in Arizona, check out CardinaleWay Mazda's eCommerce website at http://www.Cardinale-Way-Mazda.com
The document outlines the steps for conducting practical business process reengineering (BPR). It begins with pre-project preparation and project kick-off. Next are steps to design the current ("as-is") and future ("to-be") business models, study legal impacts, conduct a gap analysis, develop HR manuals and policies/procedures. The final steps are to plan and implement the future processes, and manage organizational change. Key activities include documenting processes, developing process maps, and analyzing gaps between current and future states to drive improvements.
This white paper discusses factors to consider when deciding whether to transition a fulfillment operation from manual paper picking to automated paperless picking. It outlines the business challenges distribution center managers face today in meeting accuracy, productivity, and flexibility demands. The white paper recommends starting with a thorough analysis of the current operation to identify weaknesses. Automated solutions like pick-to-light and voice picking can increase productivity by 25-50% and cut training time, helping improve accuracy rates and reduce costs from returns. The document provides an example calculation showing how a 30% productivity gain from automating could result in over $112,000 in annual labor cost savings.
The document discusses reengineering the organization. It defines reengineering as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance. The key aspects of reengineering covered include preparing the organization for global competitiveness, defining the process, features like fundamental rethinking and radical redesign, and the role of information technology as an initiator, facilitator, or enabler of reengineering. The expected outcomes include redefining the business domain and processes as well as implementing new information systems.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
This document provides an excerpt from an IDC MarketScape report on smart multifunction peripherals (MFPs) in the US market in 2013. It discusses key factors for success with smart MFPs, including a complete product and services portfolio. It also outlines IDC's vendor assessment methodology and positions major vendors as leaders, major players, contenders or participants based on their strategies and capabilities. The excerpt highlights Lexmark as a leader, noting its broad MFP lineup, software acquisition strategy and emphasis on managed print services.
eCopy document imaging solutions scan paper documents and convert them into digital files that can be edited, distributed, and integrated into business software systems. This improves efficiency by reducing time spent on paperwork and enabling paper-free collaboration. eCopy offers solutions for individuals, workgroups, and large enterprises that turn multifunction printers and scanners into document capture devices. The solutions provide functionality for capturing, creating, editing, and distributing digital documents as well as integrating with business applications.
The document summarizes surveys from the Outsourcing Institute on the top reasons for outsourcing, factors in vendor selection, and factors for successful outsourcing. The top three reasons for outsourcing were to reduce costs, improve focus on core business, and gain access to world-class capabilities. The top three vendor selection factors were commitment to quality, price, and references/reputation. The top three factors for successful outsourcing were understanding goals and objectives, having a strategic vision and plan, and selecting the right vendor.
The document discusses various aspects of document management from creation through distribution, storage, and retrieval. It notes that traditional document management involves printing documents and distributing them via various methods like mail, fax, email, etc., which is inefficient and costly. Electronic document management systems allow documents to be captured, routed digitally through workflows, and archived electronically, saving significant time and money compared to traditional paper-based systems. The document also discusses printing costs, technologies like managed print services that can optimize printing, and the environmental benefits of reducing paper usage.
Hyland On Base-capture-Turning Documents into DataLarry Levine
The document is a white paper from AIIM that discusses using data capture technology to improve document processing. It discusses moving toward automating document processing through scanning, classification, data capture, validation and processing. The automated process begins with image capture, then classification and data extraction is done through techniques like optical character recognition. Data is validated against business rules before being exported to backend systems. Benefits of automation include reduced costs, improved flexibility and customer response times.
Making Output Accountable By Larry LevineLarry Levine
This document discusses the growing costs of office printing for American corporations and makes the case for conducting office printing assessments. It notes that while digitization is increasing, many companies still rely heavily on paper documents. An assessment would inventory printers, measure printing volumes and costs, evaluate support needs, and identify opportunities to standardize and optimize the printer fleet. This could reduce expenses by 15-25% while improving productivity by streamlining printing management and support. The document advocates for strategic printing approaches and document management strategies to better control costs and business processes related to office documents.
This document discusses managed print services (MPS) and how focusing only on reducing printing costs can negatively impact business productivity. It recommends that MPS providers take a holistic approach that optimizes business processes and document workflows to drive printing costs down while improving efficiency. Nuance provides MPS software that helps analyze printing usage and influence user behavior to better manage print as a strategic asset rather than just a cost center.
The document discusses the importance of taking a strategic approach to information infrastructure in order to align it with business objectives. It notes that a strategic infrastructure can deliver scalability, flexibility and secure access to information. It provides an overview of key considerations like accommodating workforce trends, leveraging cloud technologies, and the role of the CIO. The document then outlines some business outcomes of a strategic infrastructure approach, such as accommodating a mobile workforce, building flexibility, focusing IT resources, and handling security issues. It also discusses best practices derived from Ricoh's engagements with customers.
Construction document management 2017-white paperPeter Cholakis
Construction, design, and facilities management teams are under pressure to more rapidly organize and access data using mobile tools. Streamlining construction document management processes can improve productivity, quality, and value for stakeholders. An effective system allows visualization of common files like cost estimates, forms, drawings, and BIM models. It is estimated that employees spend up to 13% of their time each week searching for information, costing over $10,000 annually per employee in wasted time and costs from not finding information. For project managers in construction, searching for needed information can take 30% of their time. Adopting information management tools designed for lean collaboration will be required for survival in the industry as digital information increases 30 times by 2020. Appropriate
This document provides an introduction to business process reengineering (BPR) and enterprise resource planning (ERP). It defines BPR as fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality and speed. The objectives of BPR include reducing costs and time, improving customer service and reinventing business rules. ERP software aims to integrate all departments and functions across a company onto a single system. It discusses the benefits of ERP including lower costs and better data access, as well as challenges such as high implementation costs and potential inflexibility.
Creating a Successful DataOps Framework for Your Business.pdfEnov8
As data is universally important and has a major role in decision-making and other business operations, a strong data-driven culture has become extremely important for business organizations.
This calls for a successful and efficient DataOps framework. Let us explore more about this emerging methodology.
This document discusses how to build a business case for data center transformation (DCT) to gain support from the C-suite. It recommends defining the current state of high costs and complexity, the future state of reduced costs and improved services through consolidation and standardization. The business case should show how DCT will reduce overall IT costs, shift spending to business priorities, and improve business continuity. Workshops are suggested to determine benefits, critical success factors, and clarify business and IT priorities to get projects started and gain stakeholder buy-in.
HP offers various imaging and printing services to help organizations reduce costs, increase productivity and streamline document workflows. These services include HP Care Pack services which provide phone support and on-site repairs. HP Managed Print Services provides a comprehensive suite of scalable services such as device management, supplies replenishment and workflow automation tailored for each organization. Using these services can yield substantial savings on hardware, supplies and staff time spent on printing tasks.
IT Financial Management Series - Part 1: Defining a Model to Effectively Run ...UMT
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1. CONTROLLING
THE HIDDEN
COSTS OF
INFORMATION
CONTROLLING COSTS
Controlling Costs
Controlling costs related to people, processes and technology throughout
the document lifecycle delivers consistent, long-term savings.
Contents
Overview 2
Business Outcomes 3
Best Practices 5
How We Solve This 7
Resources 8
mds.ricoh.com
2. Controlling Costs
Overview
As the volume of information flowing through the enterprise increases approximately 60%
a year1, there’s no doubt controlling the costs of managing business critical documents is an
increasingly formidable challenge.
Yet one of the findings in a recent IDC survey of C-level and IT management showed that many of these executives
assumed that their existing document management costs and consequences were insignificant. They didn’t realize
how much money their organizations were actually spending beyond the highly visible costs of paper, toner, and
hardcopy-device hardware.2
Fragmented cost ownership and the distribution and management of various components in the document life
cycle across different departments obscured the huge costs, which could be as much as 11% in manufacturing to
15% in healthcare as a percentage or revenue, according to previous IDC research.3
The total management costs over the full lifecycle of business critical documents can be considered in two
categories: those that are directly measurable, ‘hard costs’ (e.g. hardware, consumables), and inefficiencies that are
less visible and are only measured indirectly (e.g. wasted time spent looking for information).
Though difficult to quantify, it is clear the cost associated with iWorkers’ inefficient access to business information
at the right time, in the right form, is far more significant than hardware and consumables.
In addition to cost savings, other business benefits would result from streamlining inefficient business critical
document processes.
Companies deploying Managed Print Services (MPS) and Managed Document Services (MDS) are leveraging service
providers’ knowledge of processes, experienced staff, and investment in leading-edge technology to achieve
impressive results:
• 48% to 55% savings in reduced ink and toner consumption, fewer repairs, and reduction in hardware
costs4
• 18% to 27% savings through using less paper, reducing IT headcount, streamlining document
workflows, and external print procurement5
• 7% to 14% savings from fewer help desk calls, improved paper document storage, and reduced
environmental impact6
The savings achieved in directly measurable hard costs, combined with the efficiencies from streamlining document
workflows are the kinds of results today’s C-level executives want to show their stakeholders. Companies deploying
MPS are experiencing average savings of 25%, and even more in some industries.7 In a broad, cross industry survey
of European companies (458 respondents), they estimated that optimizing their existing processes could add 5% in
profitability to their bottom line.8
Using services like Ricoh MDS, organizations can better control costs throughout the document lifecycle, avoiding
more capital-intensive investments, and evolving static infrastructure to more responsive solutions. Controlled costs
through more efficient processes can free resources and time to devote to increasing competitiveness and revenue
generating initiatives.
1
IDC, The Digital Universe Decade - Are You Ready? - May 2010, Sponsored by ECM.
2
IDC Whitepaper sponsored by Ricoh, Managed Print and Document Services for Controlling Today’s - and Tomorrow’s -
Information Costs, January 2011.
3
IDC Whitepaper sponsored by Ricoh, Managed Print and Document Services for Controlling Today’s - and Tomorrow’s -
Information Costs, January 2011.
4
IDC Whitepaper sponsored by Ricoh, Managed Print and Document Services for Controlling Today’s - and Tomorrow’s -
Information Costs, January 2011.
5
IDC Whitepaper sponsored by Ricoh, Managed Print and Document Services for Controlling Today’s - and Tomorrow’s -
Information Costs, January 2011.
6
IDC Whitepaper sponsored by Ricoh, Managed Print and Document Services for Controlling Today’s - and Tomorrow’s -
Information Costs, January 2011.
7
IDC Whitepaper sponsored by Ricoh, Managed Print and Document Services for Controlling Today’s - and Tomorrow’s -
Information Costs, January 2011.
8
Ricoh Process Efficiency Index, June 2011, conducted by Coleman Parkes Research
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3. Controlling Costs
Business Outcomes
Extending Control You’ve had some success in controlling your consumables costs (e.g., paper consumption)
in specific locations—but you’d like to extend this control to other locations, and additional
document-related costs across the enterprise.
The ability to maximize cost savings across the enterprise begins with a deep understanding of the capabilities,
limitations and true costs of your current business critical document processes.
Ricoh MDS Output Analysis Service focuses on visible and hidden costs of your document production environment,
your current print performance and Total Cost of Ownership (TCO).
Ricoh MDS Process Analysis looks at your current document intensive processes and all the resources they require,
highlighting bottlenecks, waste, production flow, resource usage and other identified areas for cost reduction.
Cost control can also help the environment. Ricoh MDS Environmental Impact Analysis helps uncover the
environmental impact and associated costs of your current document-based processes: power consumption, paper
consumption and CO2 emissions.
These services provide accurate baselines for designing ways to optimize these processes so they better align with
your strategic objectives, and drive measurable and sustained cost savings:
• Ricoh MDS Environmental Sustainability Design for reduced cost and less impact on the environment
• Ricoh MDS Output Solution Design for strategic integration of technology, process, tools and people to
improve efficiency and reduce cost in your output environment
• Ricoh Process Solution Design for re-engineering document processes in order to improve organizational
efficiency and/or reduce operating expense
Transforming Processes You recognize the additional costs of maintaining redundant silos of information
throughout the organization—and this creates costly inefficiencies as iWorkers struggle to
find information across them. How do you transform these processes to cut out cost and
enhance productivity?
To better control costs, you need to re-engineer business critical document processes to better align leadership
goals and end-user behaviors. A roadmap for transformation is essential for success.
Ricoh MDS Document Process Optimization service targets specific document processes for re-engineering and/
or automating to drive down costs. This includes a roadmap for streamlining processes end-to-end (from input to
throughput to output) such as:
• On-demand fulfillment processes for customer communications such as account information, product
status, updates and alerts, and general customer communications
• Production and fulfillment of technical documents, usually between business units or corporate
enterprises
• Regulatory Compliance document processes designed to help ensure compliance with regulatory
requirements
• Financial document processes for the accurate and complete capture, reporting and archiving of financial
information, e.g. invoicing, accounts payable, financial statements, and payment of customers and
suppliers.
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4. Controlling Costs
More Efficient IT Staff Your IT staff spends a disproportionate amount of time responding to print-related questions
and incidents and managing the administrative aspects of print operations.
You want your IT staff focused on revenue driving initiatives and enabling the organization to be more competitive.
Off loading print-related support and administration allows IT and Help Desk resources to focus on their core
competencies. Not only do you better control your IT and Help Desk costs, you enhance end-user satisfaction.
Ricoh MDS Service Desk Integration minimizes the amount of time required by your IT Staff to support your printer
fleet infrastructure. Ricoh MDS can serve as a central contact point for the entire printer fleet and handle more
efficiently your printer related help desk calls.
Ricoh MDS Multi-Vendor Management reduces your vendor management effort and cost. The service simplifies
reporting, escalation activities and Service Level Management through a single point of contact. You can leverage
greater spending as you contract with fewer vendors to manage document processes, while better ensuring the
level of service.
Ricoh MDS Asset Management reduces cycle time and administrative costs associated with updating, searching for
and tracking the location, ownership and leases/depreciations of technology assets.
Meeting the Goal A key corporate goal for your organization is continuous improvement — but how do you
of Continuous demonstrate improved cost control over time in business critical document processes?
Improvement Having a window into the performance of all aspects of business critical document processes is fundamental to
continuous improvement, including on-going cost control.
By providing accurate, timely and more complete data, Ricoh MDS Management Information Reporting can help
you make sound, defensible business decisions. These reports can be departmental or global, and aligned with
local operating company metrics. Management Information Reporting not only gives you full visibility into all the
elements of your MDS program, you’ll have proactive data analysis that can also drive Ricoh MDS Optimization
Consultancy service.
Ricoh MDS Optimization Consultancy can assess the progress of your cost control initiatives against Key
Performance Indicators (KPIs) typically identified in the Process Analysis or Process Solution Design stages, and the
results can be used to better communicate cost savings to stakeholders.
Finally, Ricoh Consumables Management minimizes device interruptions for increased productivity and cost savings
through proactive management of your consumables needs for output devices.
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5. Controlling Costs
Best Practices
Ricoh MDS helps you better control costs throughout the document lifecycle for consistent,
long-term savings. Controlled costs through more efficient processes can free resources and
time to devote to increasing competitiveness and revenue generating initiatives.
Ricoh is a global leader in Managed Print Services (MPS) and Managed Document Services (MDS). The knowledge
and best practices we accumulate in thousands of engagements worldwide become powerful assets in our Ricoh
MDS portfolio. Application of this knowledge and these best practices is the engine that drives our continuous
improvement efforts.
Here are some of the best practices that focus on controlling costs in business critical document processes:
• Measure Costs against Key Performance Indicators(KPIs)
• Fleet Cost Control
• Minimize Power Costs
• Reduce Consumables Costs
• Redirect Printing to Most Cost Efficient Device
• Cost Effective Asset Management
• Automate Manual Processes
• Shorten Process Cycle Time
• Ensure Employees Adapt to More Cost Effective Processes
Measure Costs against For each of your current business critical document processes, track both visible and hidden costs and record KPIs.
This will help you identify the costs that most need to be controlled and ensure that new cost control measures
Key Performance maintain the performance of your operations.
Indicators (KPIs)
Fleet Cost Control Assess usage patterns and optimize device placement — minimize redundant or under-utilized copiers/faxes/
printers. Deploy more cost-effective multi-function devices that copy, fax, print and scan wherever possible and limit
deployment of single-function devices. Consider Re-manufactured Devices: 90% of the post-consumer material
found in the device is retained for the remanufacturing process.
Minimize Power Costs Power consumption is an important area for cost control. Deploy systems that exceed “Energy Star” and other
industry ratings — leverage Quick Startup technology and energy-saving or power-saving modes to increase
efficiencies and reduce costs.
Reduce Consumables High-speed duplex printing, toner saving modes, ‘print selected text’, and even default font selection can have a
surprising impact on your paper and toner cartridges. Turn on paper-saving features in hardware/software (i.e.,
Costs duplex, combined printing, lock printing, scanning, etc.). Leverage Ricoh’s Green Mode technology. Encourage
electronic sharing of documents wherever possible and document previewing to prevent un-necessary reprints.
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6. Controlling Costs
Redirect Printing to Most Rules-based printing automatically redirects print jobs to the most suitable output device to optimize energy
consumption, ensure use of resource-saving features and control access to color output.
Cost Efficient Device
Cost Effective Asset Employ consistent and auditable processes that reduce cycle time and administrative costs associated with
updating, searching for and tracking the location, ownership and leases/depreciations of technology assets.
Management
Automate Manual Leverage technology to automate manual processes to reduce the costs of iWorker information inefficiencies.
Implement document conversion and electronic document workflows to reduce the costs of hardcopy management
Processes throughout the organization. Use scan-to-email technology to distribute documents electronically, and securely
store scanned documents on the most cost-effective medium for short or long term use.
Shorten Process Cycle Re-engineer or automate processes to create an efficient and flexible workflow designed to eliminate excess paper
and provide for a quicker and easier way to review, route and approve requests.
Time
Ensure Employees Adapt Employee behavior is the single most important factor in realizing cost savings. A formalized training and education
program will familiarize your employees with new cost-effective procedures and technologies. A systematic change
to More Cost Effective management program, based on a standard such as the Prosci® ADKAR® Model, will help the execution of a
Processes business process transformation. (Prosci and ADKAR are registered trademarks of Prosci, Inc.)
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7. Controlling Costs
How We Solve This
The Ricoh MDS Services Delivery Portfolio offers all the services required to design,
construct, maintain, and optimize a highly efficient information infrastructure that is aligned
with your need to reduce and control your costs.
Examples of Ricoh MDS service offerings are:
• Environmental Impact Analysis and Sustainability Design
• Output & Process Analysis and Solutions Design
• Document Process Optimization
• Management Information Reporting
• Multi-vendor Management
• Asset Management
• Service Desk Integration
• Consumables Management
• Optimization Consulting
The above are among the service offerings that can have the greatest impact on controlling costs, however virtually
all services in Ricoh’s Services Delivery Portfolio directly impact or support your cost containment initiatives. While
every Ricoh Managed Document Services Engagement is unique and tailored to your environment, you can see
examples of Ricoh MDS services that address Controlling Costs.
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8. Controlling Costs
Resources
Learn More In addition to Controlling Costs, Ricoh Managed Document Services can also help address
the areas below. Learn more at mds.ricoh.com.
Environmental Sustainability
A comprehensive model for sustainability optimization supports your ‘green’ initiatives as part of
your larger strategic corporate goals.
Information Security & Governance
Information governance mitigates costs & risk of non-compliance to secure information capital in
the interest of building trust with your customers.
iWorker Productivity
Improving the availability & use of business critical information makes iWorkers more productive,
fosters innovation & improves business agility.
Managing Change
Realizing the benefits of transforming business critical document processes depends on successfully
and permanently changing people’s behavior.
Optimizing Information
Focusing on finding new ways to get the right information, at the right time, in the right form helps
optimize the value of your information.
Strategic Infrastructure
Anticipating & aligning an organization’s infrastructure with its business objectives delivers
scalability, flexibility & secures information access.
Streamlining Processes
Effective processes improves response to customers, shortens sales cycles, & increases knowledge
sharing & collaboration to help grow your business.
Local Contacts Connect with regional experts for local contacts, case studies and business insights.
Asia Pacific • Canada • China • EMEA • Japan • Latin America • USA
mds.ricoh.com
Copyright 2012 Ricoh Company, Ltd. All Rights Reserved.
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