We all know that process improvement projects bring clear benefits to the company: less waste, decreased cycle and throughput time, less defects – just to name a few. But determining which projects to undertake for maximum return can be a challenge. Dr. Hefner will present several considerations for selecting which improvement projects to invest in.
During this session you will learn:
* How to generate process improvement projects based on your business goals
* The importance of internal and external customers in identifying improvements
* How to prioritize projects with and without direct ROI
* How project selection matures over time
Learn how to make small but impactful improvements in your day-to-day processes! These quick wins are available out of the box with Laserfiche Rio and Laserfiche Avante. Learn more at www.laserfiche.com.
Jonathan Powers, Technical Program Manager for the Laserfiche Professional Services Group shares how to establish a methodology to implement Laserfiche as well as discussing the unique implementation features depending on the size of install.
Laserfiche 9.2 is almost ready for its debut! This latest update brings new ways to collaborate with colleagues and better integrates Laserfiche Forms and Laserfiche Mobile.
The Salesforce Process Builder is a new workflow tool from the Spring’15 release recently, that helps you easily automate your business processes by providing a powerful and user-friendly visual representation of your process as you build it. One can use the Process Builder to setup complex Workflows in Salesforce which otherwise required Apex.
When compared to Workflows, the Process Builder has lot additional capabilities, like updating multiple records, posting to chatter, trigger Approval Processes, kick of Flows and much more.
Agenda:
1.What are Processes?
2. How to Created Processes?
3. Understanding the Process Builder Interface
4. Some Common Use Cases
5. Workflows or Processes?
Do feel free to write back to us at jghosh@suyati.com
Suyati Technologies Pvt Ltd
2nd Floor, B-Wing, Thapasya building, Infopark, Kakkanad, Kochi 682030, Kakkanad, Kerala 682030
Automate the organization’s workflow with Process Builder,the next generation workflow tool. Gain an overview of How to create a process using Process Builder.
Salesforce World Tour London 2015 Session
Process Builder is an amazing new declarative tool to empower administrators and power users without requiring code. It comes with an amazing set features to help automate many things in Salesforce, including for the first time use cases that historically required Apex Triggers to be written. Find out how you as an Apex developer can extend this tool in infinite ways, effectively supercharging it with practically anything you could imagine!
You will learn best practices on sharing your code via the new Apex Invocable Methods annotations. Your end users will be able to access your functionality to customise and extend your solution in new ways and you'll have more time to focus the next great feature! The session will include some practical and fun examples to take away and get your creative thoughts flowing, such as exposing a library of complex formula functions to communicating with LittleBits devices (IoT) and even actions that help automate your org configurations.
Learn how to make small but impactful improvements in your day-to-day processes! These quick wins are available out of the box with Laserfiche Rio and Laserfiche Avante. Learn more at www.laserfiche.com.
Jonathan Powers, Technical Program Manager for the Laserfiche Professional Services Group shares how to establish a methodology to implement Laserfiche as well as discussing the unique implementation features depending on the size of install.
Laserfiche 9.2 is almost ready for its debut! This latest update brings new ways to collaborate with colleagues and better integrates Laserfiche Forms and Laserfiche Mobile.
The Salesforce Process Builder is a new workflow tool from the Spring’15 release recently, that helps you easily automate your business processes by providing a powerful and user-friendly visual representation of your process as you build it. One can use the Process Builder to setup complex Workflows in Salesforce which otherwise required Apex.
When compared to Workflows, the Process Builder has lot additional capabilities, like updating multiple records, posting to chatter, trigger Approval Processes, kick of Flows and much more.
Agenda:
1.What are Processes?
2. How to Created Processes?
3. Understanding the Process Builder Interface
4. Some Common Use Cases
5. Workflows or Processes?
Do feel free to write back to us at jghosh@suyati.com
Suyati Technologies Pvt Ltd
2nd Floor, B-Wing, Thapasya building, Infopark, Kakkanad, Kochi 682030, Kakkanad, Kerala 682030
Automate the organization’s workflow with Process Builder,the next generation workflow tool. Gain an overview of How to create a process using Process Builder.
Salesforce World Tour London 2015 Session
Process Builder is an amazing new declarative tool to empower administrators and power users without requiring code. It comes with an amazing set features to help automate many things in Salesforce, including for the first time use cases that historically required Apex Triggers to be written. Find out how you as an Apex developer can extend this tool in infinite ways, effectively supercharging it with practically anything you could imagine!
You will learn best practices on sharing your code via the new Apex Invocable Methods annotations. Your end users will be able to access your functionality to customise and extend your solution in new ways and you'll have more time to focus the next great feature! The session will include some practical and fun examples to take away and get your creative thoughts flowing, such as exposing a library of complex formula functions to communicating with LittleBits devices (IoT) and even actions that help automate your org configurations.
What is BPM Workflow Automation System?
Please read through my brief overview. The system used is a FREE Open-source Processmaker workflow from www.processmaker.com.
What is workflow in salesforce? Salesforce Solution ProvidersTkXel
The workflow in Salesforce is certainly not a minor issue to be covered; rather, it covers a large portion of Salesforce. In a basic sense, we can see that workflow is among the strategies to help increase the speed of manual work and reduce time in handling complex processes.
Q-Track is an Enterprise Task Management solution which helps you to collaborate within organizations effectively and execute tasks on time and pro-actively. It helps managers to have track on delegated tasks and help their sub-ordinates to close them on exceptions. The solution has seamless integration with MS outlook and MS Projects.
Easy Way to Automate Manual Processes with BPM Workflow Solution
Presented in the last Six Sigma and Process Excellence conference August 7 and 8, 2014 at Hotel Intercon Manila care of www.fmi.com.ph
Bonitasoft workflow solution was presented as one of the popular BPM workflow automation tools.
In today's world its critical to have visibility on every task that is delegated to another employee and it more important to collaborate effectively to achieve the common goal of an organization. Q-Track task management software helps you to achieve the same.
Joel Oleson: Business Process Automation Made Easy in SharePoint and Office 365Joel Oleson
SharePoint Futures: Microsoft Flow, Powerapps, and 5 steps to Business Process Automation made easy
Listen to Joel Oleson open up the latest in the future of SharePoint and Office 365 as we address product gaps. InfoPath is dead, SharePoint Designer is deprecated. We will properly position current SharePoint investments and look at the latest in SharePoint 2016 with Flow, Power Apps, and powerful solutions like Infowise as we look at industry trends and address product gaps to simplifying business automation today.
Compliance Watcher introduction presentation-
Compliance Watcher helps in reducing non productive time of responsible teams by cutting down/ eliminating time spent on information gathering, compiling, processing, and reporting compliance status - resulting in avoiding of penalties and harassment.
Bringing a checklist when you shop around for a CRM is a good idea, but not when the checklist is too short and vague. The devil, as they say, is in the detail. To help out, we've compiled a list of important features that you should look for in a CRM system.
Lean-Insight is providing Lean + Six Sigma training in India. Classroom training available in Bangalore / Bengaluru, Chennai, Delhi, Hyderabad and Mumbai.
-> Best Faculty
-> Best Classroom Training
-> Training along with Certification
For more details call: 901 993 3000..
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
What is BPM Workflow Automation System?
Please read through my brief overview. The system used is a FREE Open-source Processmaker workflow from www.processmaker.com.
What is workflow in salesforce? Salesforce Solution ProvidersTkXel
The workflow in Salesforce is certainly not a minor issue to be covered; rather, it covers a large portion of Salesforce. In a basic sense, we can see that workflow is among the strategies to help increase the speed of manual work and reduce time in handling complex processes.
Q-Track is an Enterprise Task Management solution which helps you to collaborate within organizations effectively and execute tasks on time and pro-actively. It helps managers to have track on delegated tasks and help their sub-ordinates to close them on exceptions. The solution has seamless integration with MS outlook and MS Projects.
Easy Way to Automate Manual Processes with BPM Workflow Solution
Presented in the last Six Sigma and Process Excellence conference August 7 and 8, 2014 at Hotel Intercon Manila care of www.fmi.com.ph
Bonitasoft workflow solution was presented as one of the popular BPM workflow automation tools.
In today's world its critical to have visibility on every task that is delegated to another employee and it more important to collaborate effectively to achieve the common goal of an organization. Q-Track task management software helps you to achieve the same.
Joel Oleson: Business Process Automation Made Easy in SharePoint and Office 365Joel Oleson
SharePoint Futures: Microsoft Flow, Powerapps, and 5 steps to Business Process Automation made easy
Listen to Joel Oleson open up the latest in the future of SharePoint and Office 365 as we address product gaps. InfoPath is dead, SharePoint Designer is deprecated. We will properly position current SharePoint investments and look at the latest in SharePoint 2016 with Flow, Power Apps, and powerful solutions like Infowise as we look at industry trends and address product gaps to simplifying business automation today.
Compliance Watcher introduction presentation-
Compliance Watcher helps in reducing non productive time of responsible teams by cutting down/ eliminating time spent on information gathering, compiling, processing, and reporting compliance status - resulting in avoiding of penalties and harassment.
Bringing a checklist when you shop around for a CRM is a good idea, but not when the checklist is too short and vague. The devil, as they say, is in the detail. To help out, we've compiled a list of important features that you should look for in a CRM system.
Lean-Insight is providing Lean + Six Sigma training in India. Classroom training available in Bangalore / Bengaluru, Chennai, Delhi, Hyderabad and Mumbai.
-> Best Faculty
-> Best Classroom Training
-> Training along with Certification
For more details call: 901 993 3000..
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
How Good are you at Managing your processesRobert Topley
How good is your Business process management? This explains the benefits and how to perform a Business Process Management Maturity Review. The review will help you understand your current level of capabilities and help you set targets to improve your process management within your organisation.
Many organizations struggle with implementing process improvement. A key enabler is the skill of the change agent. This presentation examines the core skills and concepts needed to be an effective change agent.
Selling MDM to Leadership: Defining the WhyProfisee
It's one of the hardest things to do prior to beginning an MDM initiative, but understanding why you need MDM from a business point of view is critical to ensure the success of the project.
Implementing Process Strategy In Your Organization PowerPoint Presentation Sl...SlideTeam
Create an understanding of the basic input/output business process with the help of this professionally designed Implementing Process Strategy In Your Organization PowerPoint Presentation Slides. Monitor and control the transformation process by using the IPO process PPT slideshow. Take advantage of this input-output process PowerPoint complete deck to outline key business functions such as business development, purchasing, innovation strategy, HR, marketing, communication, IT and manufacturing etc. Talk about process improvement methodologies with the visually appealing strategy implementation PowerPoint templates. Utilize the implementation plan PPT deck to display stages of lean six sigma framework like define, measure analyze, improve and control. You can also use this interactive plan execution PowerPoint presentation to define lean principles like perfection, pull, value stream and flow. Thus, download our topic-specific implementing business strategy PPT graphics to emphasize getting the right things to the right place at the right time. Make a determined beginning with our Implementing Process Strategy In Your Organization PowerPoint Presentation Slides. They will take your ideas fast forward. https://bit.ly/2KVaQ8d
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...rhefner
Many organizations struggle with implementing process improvement. Senior managers set goals and timelines. Process groups develop improvement plans. Appraisals are held. But at a fundamental level, the engineers, project managers, and functional manager simply refuse to change their behaviors. The organization “goes through the motions”, but there is no visible progress, or simply rote adherence to process, not an embracing of mature practices. Most importantly, customers see no visible benefit. This presentation will:
> Clearly explain the business value behind the CMMI practices and its positive impact on project and organization performance, in terms of cost, schedule, quality and risk.
> Cover practical strategies and tactics for implementing the model to achieve these benefits.
> Provide ways to explain the benefits to your customer.
Applying the CMMI for Services to the Process Group (Physician, Heal Thyself!)rhefner
A common criticism of the process group is they don’t follow their own advice – they don’t adopt the level of discipline required by CMMI in planning, tracking, measuring, and auditing their own improvement efforts – the same level of discipline that ask projects to demonstrate. With the publication of the CMMI for Services, there is now a powerful tool for measuring just how mature and capable a process group is.
This presentation will look at applying the CMMI for Services model to the process group, treating their functions as a service provided to the organization. The new Services process areas provide an interesting insight into how a process group might function more effectively.
Sample considerations:
> Definitions - When looking at the process group as a service, how do your define the “service system”, “service agreement”, “service request”, “service incident”?
> Service System Development (SSD) – How does a process group analyze, design, develop, integrate, verify, and validate their “service system” against defined requirements?
> Service System Transition (SST) – How does a process group deploy new or significantly changed process assets while managing their effect on ongoing service delivery?
> Strategic Service Management (STSM) – How does a process group align their services with strategic needs and plans?
> Capacity and Availability Management (CAM) – How does a process group ensure effective performance and use of resources?
> Incident Resolution and Prevention (IRP) – What is a process group “incident” and how are they resolved and prevented?
> Service Continuity (SCON) – What does “continuity of services” mean, and what are considered “significant disruptions”?
Making Smart Choices: Strategies for CMMI Adoptionrhefner
The CMMI® was written to apply to a variety of project environments -- defense, commercial; development, maintenance, services; small to large project teams. The authors used words like “adequate”, “appropriate”, “as needed”, and “selected”. When a project or organization adopts the CMMI model for process improvement, they (consciously or unconsciously) make choices about how it will be implemented – scope, scale, documentation, and decision-making to name a few. These choices have a profound effect on the speed and cost of CMMI® adoption. Rick Heffner describes the strategic implications of the CMMI on planning and implementing project processes. He identifies the decisions to be made, the options available, and the relationships between these options and project contexts and business objectives. Take away a deeper understanding of the model, and better strategies for its adoption. By understanding your options and making smart choices, CMMI® adopters can ensure that the promised benefits of CMMI®-based improvement are realized.
The True Costs and Benefits of CMMI Level 5rhefner
A debate is currently raging in the acquisition community – does CMMI Level 5 benefit the customer? Several recent program failures from organizations claiming high maturity levels have caused some to doubt whether CMMI improves the chances of a successful project. Is the CMMI Level 5 flawed? Or is there a more fundamental explanation?
This presentation will discuss guidelines for appropriate use of CMMI in acquisition and the true costs and benefits of CMMI Level 5. Material is based on existing DoD and industry studies, but will focus on determining whether CMMI appraisal results accurately reflect contractor capability, and how to ensure mature processes contribute to program success.
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Applicability of CMMI for Small to Medium Enterprisesrhefner
There are many reasons why CMMI is difficult to implement in small organizations and small projects -- the fixed costs of establishing the necessary infrastructure; the large number of roles which must be filled by a limited number of people; the quantity of information that must be absorbed to properly interpret the model. Similar problems are experienced when applying the CMMI to short duration projects.
This tutorial will outline the challenges in applying CMMI in small settings, and present practical strategies for overcoming them. Specific techniques for infrastructure, adoption, and appraisals will be presented. In addition, a guide for interpreting each CMMI practice in small settings will be provided.
Hundreds of DoD contractors and commercial organizations have adopted the Capability Maturity Model Integrated (CMMI). Their published results show improved cost and schedule performance. Despite these results, there is still community debate over the value of CMMI, and whether CMMI ratings provide sufficient guarantees of program performance. Much of the confusion results from: (1) inaccurate CMMI ratings; (2) over-estimating the benefits that CMMI provides a customer; and (3) contractors not living up to their CMMI rating. This program will explore each of these topics individually.
Does CMMI Benefit the Customer?
What are the true benefits of Level X – to the customer? This presentation will explore the issues, by examining the fundamental principles behind the model, from a customer perspective. Costs and benefits to the customer will be emphasized, focusing on the relationship of CMMI practices to productivity, predictability and speed, as well as the cost of implementing CMMI-compliant processes. Timelines for impacting program performance, and practical tips and techniques for realizing the benefits will be highlighted.
How High Maturity Projects Fail
Process maturity supposed helps project deliver predictably on-time and on-budget. Why then, have we had a string of project failures from supposedly mature organizations, even ones that have achieved high maturity (Levels 4 and 5)? The presentation will examine the reasons why projects failure, and their relationship to process maturity. Some failures are due to non-process effects -- people, products, and technology. Mature processes diminish some of these effects and amplifying others. Some of the failures are due to projects not using the assets and capabilities of a mature organization. This presentation will identify the needed assets and discuss critical project start-up activities.
How to Get Contractors to Live Up to Their CMMI Ratings
Like many sports stars and teams, it is possible to have tremendous capabilities, but not live up to those in practice. Similarly, project teams may fail to live up to the capabilities implied by their CMMI level. This presentation describes simple, but effective ways to ensure CMMI practices are used on a project, and provide measurable benefits to the customer. Methods presented are based on techniques used successful by Northrop Grumman Corporation to monitor and manage their key suppliers.
Introducing & Sustaining Change - 2010 SEPGrhefner
This workshop will provide practical approaches, tools, and techniques for introducing and sustaining change in your organization. Successful change requires the right combination of strategy, structure, and support. Your chances of success depend on your current culture, the desired end state, the resources available, and the past response to change. Special attention will be paid to influencing change without direct authority. This workshop will be useful to anyone looking to jump-start improvement, revitalize a failing initiative, or maintain a maturity level.
Identifying and Prioritizing BPM Projects Based on Quick Wins and Clear Financial Benefits
1. Identifying and Prioritizing BPM Projects Based on Quick Wins and Clear Financial Benefits Six Sigma IQ Webinar 24 March 2009 Rick Hefner Director, Process Management Northrop Grumman Corporation
5. Goals – Processes - Measures Division Dashboards Sector Dashboard • Used to Manage the Core Business Processes • Defined by Business Executives • Owned by Business Executives Enabling Processes Financial Management Information Management Governance Compliance Relationship Management Technology/Product Development Employee Management Portfolio Management Business Development Program Execution Core Processes Results of Lean Six Sigma Projects seen in improved business performance • Productivity • Profitable Growth Key Business Questions Sub Processes Gaps & Goals ROI Gate … . Subcontractor Management Mission Systems Business Objectives • Customer Satisfaction • Operational Effectiveness
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Editor's Notes
Thank you, Jenna, and let me also welcome our listening audience. Over the past several years, we’ve seen a surge in business process improvement efforts, throughout a wide variety of industries. We know that improvement projects can bring clear benefits to the company, such as less waste, decreased cycle and throughput time, and better quality products and services. But determining which projects to undertake for maximum return can be a challenge. Over the next 30 minutes or so, we’re going to be discussing a framework and some practical techniques to help you indentify and prioritize your business process management projects. Identifying and Prioritizing BPM Projects Based on Quick Wins and Clear Financial Benefits Dr. Rick Hefner, Director, Process Management, Northrop Grumman Corporation We all know that process improvement projects bring clear benefits to the company: less waste, decreased cycle and throughput time, less defects – just to name a few. But determining which projects to undertake for maximum return can be a challenge. Dr. Hefner will present several considerations for selecting which improvement projects to invest in. During this session you will learn: How to generate process improvement projects based on your business goals The importance of internal and external customers in identifying improvements How to prioritize projects with and without direct ROI How project selection matures over time
Business process management is about aligning organizations with the wants and needs of their clients. The problem is maintaining that alignment is a changing environment. Changes come from a variety of sources – First, the wants and needs of the client base may change, and what satisfied or delighted them in the past may no longer do so. Second, your competition is constantly changing, bringing new offerings to the market. Often customers wants are directly shaped by these new offerings – they didn’t know they needed it until your competitor showed it to them. Changes in the business environment may occur, such as changing in the financial markets, or travel costs, or regulatory changes, or the need to go green. And new technologies often bring new opportunities, and new challenges. Continuous process improvement is the response to these changes. The challenge is identifying projects, and determining which of projects are most likely to yield maximum returns.
There are a variety of ways to identify process improvement projects, and I want to talk about three classic approaches. These approaches vary both in the scope of the improvements and in the timeframe in which you would use them. For those of you just starting out, there is plenty of low-hanging fruit and you could probably sit with your employees or your customers and make a long list of needed improvements. However, if you’re going to prioritize your resources, you need to select projects with the greatest value to your key business goals. To find these, we’ve often found that a careful of analysis of your business goals, and the processes that support them, will yield the biggest pay-offs. We’ll talk more about that later. After you’ve capturing the low-hanging fruit, perhaps 6 months or a year into your improvement efforts, you’ll find it harder to locate projects with the same return on investment. That’s where Value Stream Mapping comes in. For those you unfamiliar with the technique, Value Stream Mapping involves drawing a process flow, and identifying the specific process steps that create value in the eyes of your customers or those that causes waste, either in time or resources. Because of the limited time we have today, I won’t be discussing the details, but there are a number of excellent references available. For our purposes, I simply want to point out that it is more technical challenging and time consuming that a straightforward examination of your business goals, and therefore something to use after you’ve exhausted the first step. Finally, there is what I would call the “Where’s the pain?” approach. As your improvement program matures, you may find it harder to find opportunities. But you should respond to expressed problems, such as customer or employee complaints. These projects seldom have the strategic or financial impact or your earlier efforts, but they are great ways of fine-tuning your processes.
The first approach we discussed, analysis of business goals, started by setting a vision of what you want your organization to be, or what it needs to be to stay in business. It may involve identifying your key customers, and their needs and wants, and the products and services you will offer to meet those. It sounds simple, but I’ve seldom seen a well-crafted vision statement. Most statements say something like “Maximize stakeholder value through the highest quality products and services, delivered quickly, at the lowest cost”. Most companies simply can’t be the best and the fastest and the cheapest. Instead, a more realistic set of business goals is needed by agreeing on how you will measure success. Your vision should be different that your competitor's vision, and should take advantage of your unique capabilities, or your anticipation of how your market is changing. With a vision and business goals defined, you should identify the primary and supporting processes that are most critical to achieving them. This will help you decide which areas to attach first, and which will have the biggest impact on your goals. You can analyze these processes for potential improvements. At this point, I’m not talking about sophisticated tools. I’ve had good luck using simple tools such as SIPOC process maps, or flowcharts. Initially, your goal is to communicate and to tap the your internal and external customer’s perceptions of where problems exist. Later, as informal methods don’t provide sufficient analysis or insight, you can bring in more sophisticated tools like value stream maps.
This slide illustrates the business goals analysis we used in the initial stages of a Lean Six Sigma program for the Northrop Grumman Mission Systems Sector. We were simply trying to gain staff buy-in on a simple feedback loop – the idea that a few core and enabling processes drove the answers to our key business questions. We also created a dashboard to measure these processes. From here, we dove down into the critical subprocesses and gaps between current capabilities and our business goals. This formed the basis for deciding on the ROI, the return of investment, for individual improvement projects.
Working with the process owners, we brainstormed a list of potential process improvement projects. At this point, we weren’t able to accurate predict potential cost savings due to these projects, and so it was difficult to prioritize. So instead, we used a simple matrix to help us better understand how the improvements would help in two dimensions – current process performance vs. criticality to business operations. Projects in the lower right quadrant offered the highest payoffs. As our program matured, we began to explore projects in the upper right hand quadrant, which involved opportunities to further optimize already well-performing processes. And we started to understand what kinds of improvements were possible, and to draw red arrows arrows to identify the potential improvements.
One of the most useful tools we found in these early stages was a simple cause-and-effect or fishbone diagram. It helped us retain a focus on the problems, as opposed to potential solutions. Early in an improvement program, there is often pent-up frustration in the process, and staff has already decided on what is needed to fix the problem. To gain the biggest benefit, the focus needs to be on finding ALL the problems, so that the solution addresses the widest and most critical set.
In summary, we’ve discussed several approaches for selecting and prioritizing improvement projects. Remember that your approaches will evolve over time. For capturing the low-hanging fruit, your focus should be on your vision and business goals, and the underlying core and enabling processes. As your program matures over time, you can bring in more sophisticated techniques such as Value Stream Mapping. And once you’ve optimized your business processes, use customer and employee perceptions of “pain” to respond to changes and further refine your processes. With that, I’ve left a few minutes for questions for the audience.