Post on 14-Apr-2017
Underwri(en by: Presented by:
Put an End to Manual Data Processing
Presented December 2, 2015
Underwri(en by: Presented by:
AIIM Presents:
Put an End to Manual Data Processing
Host: Theresa Resek Director AIIM
George Dunn President Cre8 Inc. Independent Consultants
Dan Reeve Managing Director Esker
Underwri(en by: Presented by:
Introducing our Featured Speaker
George Dunn
President
Cre8 Inc. Independent Consultants
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
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SPEAKER: GEORGE DUNN, PRESIDENT CRE8
Ø Mr. George Dunn, Founder and President Of CRE8 Independent Consultants, is a worldwide recognized consultant, speaker, instructor, and author on Business Process Improvement, Workflow, Computer System Replacement, and Advanced Paperless Technologies Planning.
Ø He is an accredited: CerMfied Workflow Specialist, CerMfied ApplicaMon Design Specialist, CerMfied LEAN / Six Sigma Process Improvement Consultant, CerMfied Business Process Management Consultants, CerMfied Management Consultant, Auditor, EDP Auditor, and CPA (former).
Ø He has served as an advisor to the Worldwide Workflow Standards Board for the AssociaMon of InformaMon and Image (AIIM) and as Board member and Director of EducaMon for numerous Chapters of AIIM.
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INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
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CRE8 INDEPENDENT CONSULTANTS
• CRE8 Independent Consultants is in its 20th year of service to clients. Our services include: – Process blueprint and redesign of complex operaMons,
workflows and processes; – Advanced paperless technologies enterprise and applicaMon
planning; and – Computer system replacement opMon evaluaMon and
applicaMon/process design.
• To date, CRE8 has worked with hundreds of organizaMons and thousands of individuals in the area of consulMng and educaMonal services. CRE8 has also hosted numerous naMonally recognized technology and process innovaMon conferences and workshops, on-‐site and on the World Wide Web.
• As independent consultants, CRE8 does not represent or sell technologies but instead works directly for its clients (end user organizaMons). This approach allows CRE8 to provide an independent voice regarding process improvement, applicability of technologies, development of a strategic plans, standards, applicaMon designs, and vendor/integrator evaluaMon.
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
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Why does manual order entry / document management stand in the way of us providing excepMonal customer service, absorbing growth and ensuring errors don’t hit the supply chain? Why don’t we have the bandwidth to process these documents quickly enough?
QUESTION
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
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A\tude Of Staff Towards Replacing Paper In Key Processes (Strongly Resistant / Resistant / Neutral (Est):
• Legal Council 63% • Finance Managers 42% • Line Of Businesses / OperaMonal Staff 42% • C Level Staff 38% To Overcome Concerns An Enterprise / Applica5on Level Business Case
Needs To Be Developed That Speaks To The Concerns, Needs And Requirements Of Key Execu5ves.
One Reason: Staff Challenges To Removing The Paper
Source: Winning the Paper Wars AIIM Industry Watch survey
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
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Lack of Management IniMaMves/Mandates 45% Staff Prefer Paper (Handling /Reading/Notes) 28% Feel Need Physical Signatures On Paper 25% Staff Feels Paper (More Reliable, Auditable, Accessible) 21% Processes Too Variable Or Unpredictable 12%
To Overcome Concerns An Enterprise / Applica5on Level Business Case
Needs to Be Developed That Supports An Ini5a5ve / Mandate.
Process Challenges To Removing The Paper
Source: Winning the Paper Wars AIIM Industry Watch survey
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
• Automate a mess and you will get a faster mess
• Technology by itself will reverse re-‐engineer the process (use it or else)
• Efficiency within current process framework is stressed instead of improvements in quality, eliminaMon of unnecessary steps and defect reducMon
Deployment of Technology Without Process Changes Ahead of Time
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
Proper Planning Framework
• IdenMfy what is required for project to become a funded iniMaMve (ROI, efficiency, quality, service, regulatory)
• IdenMfy what is required to get staff to let go of manual data entry and paper (email) push
• Develop project charter: process improvement, technology applicaMon design/RFP, vendor assessment and project quality assurance framework
What is the Approach
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
q ConMnuous Process Improvement q Quality Is Free q Re-‐engineering q Business Process Management q LEAN q Six Sigma q Workflow
EXAMPLE PROCESS IMPROVEMENT METHODOLOGIES
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
LEAN made popular by Toyota focus primarily on reducMon of Muda (process waste) to improve value to the customer. Muda is a Japanese term for effort that is unproducMve.
TYPES OF PROCESS IMPROVEMENT METHODOLOGIES
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
HIGH LEVEL VALUE STREAM
BASELINE
CUSTOMER WANTS PRODUCT / SERVICE IN 5 DAYS
FOR PRICE OF $1
PRODUCT / SERVICE IS DELIVERED IN 10 DAYS AT A PRICE OF $5
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
Source: CRE8 Study
BASELINEOVERALL VIEW
DECISION13%
SYSTEM12%
ANALYZE3%
WRITE16%PHONE
4%
MEETING6%
SORT6%
COPY2%
TRANSPORT28%
FAX1%
FILE6%
PRINT3%
DEVELOP METRICS
BASELINE
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
SEVEN LEAN WASTES
• Transporta[on – when a product/informaMon is moved it can be damaged, lost, delayed and addiMonal cost can be incurred that does not result in value to the customer.
• Inventory – requires capital outlay by the customer or
the manufacture. • Mo[on – Damage resulMng from transportaMon
through the manufacturing process or injury to workers.
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
SEVEN LEAN WASTES
• Wai[ng – Time spent waiMng for a product/service during transportaMon or processing.
• Over-‐processing – AddiMonal work is done on a
product/service than is desired by the customer. • Over-‐produc[on – Product /service produced that is
more than the customer requires. • Defect – Rework or rescheduling.
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
LEAN is a way to look at a process, but needs to be deployed within an overall process improvement methodology. – BPM (Business Process Management) – Six Sigma (DMAIC)
TYPES OF PROCESS IMPROVEMENT METHODOLOGIES
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
ORDER PROCESSING • Error Rates • Cost Per Order • Customer Service • Transparency • Efficiency • Quality
EXAMPLE AREA OF OPPORTUNITY
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
CRE8 CASE STUDY: ORDER PROCESSING, LEAN, AND PAPERLESS TECHNOLOGIES
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
Kaizen Event Two to five-‐day breakthrough events that generally include the following acMviMes:
§ Define event – push (execuMve) verses pull (workers) § Define scope (decision matrix) and event days § Define the problem/goals (highly focused assault
within days allowed) § Define charter § Define team (sponsor, leader, parMcipants – cross
funcMonal, recorder)
LEAN KAIZEN EVENT
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
Kaizen Tools § Advance
§ Target matrix (which area) and team matrix planner § Target metrics chart (KPI, defects, cycle Mmes, costs, issues,
safety) § SchemaMcs, photos, layout, surveys, takt Mme (required cycle
Mme) § Training materials
§ MeeMng § Issue discussion and root cause analysis § Current state value stream mapping and 5s (will discus later in
presentaMon)
EXAMPLE PROCESS IMPROVEMENT METHODOLOGIES
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
Kaizen Tools (Con[nued) § MeeMng
§ IdenMficaMon of waste (steps, waiMng, scheduling, handling, inventory, WIP, bo(lenecks)
§ Redesign modeling (no waste, ideal) and metrics
§ Follow Up § AcMon Plan § Measurements § Audits
EXAMPLE PROCESS IMPROVEMENT METHODOLOGIES
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
ORDER ENTRY
FAX
FTP
AS2
TIFF
JPEG
HTML OCR
ICR
DATA ENTRY
VERIFICATIONSMANUAL
VERIFICATIONSDATA BASE
ERPSYSTEMEXCEPTIONS
ONLINE PORTALDATA
EDI
FORMATS TRANSMIT EXTRACT VERIFY EXCEPTION HANDLING UPLOAD PROCESS
ERPSYSTEM
WORKFLOW
ECMSYSTEM
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
ORDER ENTRY
FAX
FTP
AS2
TIFF
JPEG
HTML OCR
ICR
DATA ENTRY
VERIFICATIONSMANUAL
VERIFICATIONSDATA BASE
ERPSYSTEMEXCEPTIONS
ONLINE PORTALDATA
EDI
FORMATS TRANSMIT EXTRACT VERIFY EXCEPTION HANDLING
PRIORITY
UPLOAD PROCESS
ERPSYSTEM
WORKFLOW
ECMSYSTEM
INQUIRIES / COMPLAINTS
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
ORDER ENTRY
FAX
FTP
AS2
TIFF
JPEG
HTML OCR
ICR
DATA ENTRY
VERIFICATIONSMANUAL
VERIFICATIONSDATA BASE
ERPSYSTEMEXCEPTIONS
ONLINE PORTALDATA
EDI
FORMATS TRANSMIT EXTRACT VERIFY EXCEPTION HANDLING UPLOAD PROCESS
ERPSYSTEM
WORKFLOW
ECMSYSTEM
LEAN WASTE
VALUE STREAM (TIME / DOLLARS)
TRANSPORTATION INVENTORYMOTION OVER-‐PRODUCTION WAITING OVER-‐PROCESSING DEFECT
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
ORDER ENTRY
FAX
FTP
AS2
TIFF
JPEG
HTML OCR
ICR
DATA ENTRY
VERIFICATIONSMANUAL
VERIFICATIONSDATA BASE
ERPSYSTEMEXCEPTIONS
ONLINE PORTALDATA
EDI
FORMATS TRANSMIT EXTRACT VERIFY EXCEPTION HANDLING
PRIORITY
UPLOAD PROCESS
ERPSYSTEM
WORKFLOW
ECMSYSTEM
INQUIRIES / COMPLAINTS
LEAN WASTE
TRANSPORTATION INVENTORYMOTION OVER-‐PRODUCTION WAITING OVER-‐PROCESSING DEFECT
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
ORDER ENTRY
FAX
FTP
AS2
TIFF
JPEG
HTML
OCR
ICR
VERIFICATIONSDATA BASE
ERPSYSTEM
ONLINE PORTALDATA
EDI
FORMATS TRANSMIT EXTRACT VERIFY UPLOAD PROCESS
ERPSYSTEM
WORKFLOW
ECMSYSTEM
MEASUREMENTS (KPI)
INQUIRIES / COMPLAINTS
INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2013
.COM
As planning for process improvement and paperless technologies must to be tailored to the specific needs of each organizaMon, presentaMon a(endees need to obtain assistance from internal or external experts to assist them in planning and implementaMon of process improvement.
As the CRE8 presentaMon provides an introducMon to process improvement and paperless technologies it can not assume responsibility for the use, implementaMon or results of presentaMons, training, and materials provided. Materials presented this presentaMon summary may not be incorporated into any other presentaMon or resold. However selected quotes maybe taken from the presentaMon as long as they are referenced as copyright www.cre8inc.com
.
CRE8 Training Workshops
Underwri(en by: Presented by:
Introducing our Speaker
Dan Reeve
Managing Director
Esker
Pu\ng an End to Manual Data Processing
KEY BENEFITS
Reasons to Automate order processing
Improve process transparency Reduce error rates
Increase customer satisfaction
Decrease cost per order
Increase processing capacity
Accelerate order processing $
6
Pu\ng an End to Manual Data Processing
ORDER PROCESS AUTOMATION Fax – Em
ail -‐ EDI
Receive Extract Verify
“Click-‐n-‐Go” Manage Archive
ERP
Track & E-‐Collabora[on
+80% PROCESS ORDERS UP TO 80% FASTER
-‐50% CUT PROCESSING COSTS IN HALF
+65% FREE UP STAFF TIME
Numbers based on Esker customer results
Pu\ng an End to Manual Data Processing
WOULD YOU RATHER DEAL WITH THIS?
Sales
Archive
Fax/paper
CSRs
Confirmation
EDI workflow
Management
ERP
Pu\ng an End to Manual Data Processing
OR THIS?
Pu\ng an End to Manual Data Processing
BIOMÉRIEUX
As a world leader in the field of in vitro diagnosMcs for over 50 years, bioMérieux provides soluMons for improving paMent health and ensuring consumer safety in more than 150 countries through 41 subsidiaries and a large network of distributors. BioMérieux is a subsidiary of InsMtut Mérieux.
§ Increase Customer Service levels § Increase informaMon transparency § Reduce manual touch points § IntegraMon with ERP system § Reliable sorware
AGILE DEPLOYMENT
Key Requirements:
Pu\ng an End to Manual Data Processing
BIOMÉRIEUX SOLUTION
Average order
entry Mme
RouMng order
Archiving
Processing steps
Pu\ng an End to Manual Data Processing
BIOMÉRIEUX RESULTS
50% Average number of steps to process a fax/email order was cut in half from 8 steps to 4 steps.
Average amount of Mme to process an order was reduced from 8 minutes to 2 minutes.
Saved 53,000 euros in last half of 2013 with anMcipated savings of 137,000 euros in 2014.
Pu\ng an End to Manual Data Processing
PARTS TOWN
Parts Town supplies genuine OEM replacement parts for commercial cooking equipment to the restaurant industry. For over 20 years, Parts Town has been focused on delivering the highest level of customer service for food equipment replacement parts, commercial kitchen accessories and selected food equipment. With a slogan of “Your order’s always up”, Parts Town could not accept their current inefficient and low visibility order management process.
§ Manage rapidly growing inbound order volume § Reduce order entry errors § Cross-‐Department visibility § Increase customer care § Increase order turnaround
SUPPLY CHAIN IMPACT
Key Requirements:
Pu\ng an End to Manual Data Processing
SOLUTION
§ Same plavorm, mulMple business processes
§ Enhancing process oversight to view orders in real-‐Mme and react accordingly
§ Improving workflow efficiency and reducing errors
§ Managing growing order volumes without incrementally adding more staff
§ DistribuMon Center real-‐Mme view of the validaMon queue
§ Bridge the gap between Customer Service and downstream Supply Chain
Pu\ng an End to Manual Data Processing
PARTS TOWN RESULTS
§ Eliminated almost all fax machines
§ Accelerated order processing Mme by minutes thanks to reduced manual tasks and “taught” rules within the soluMon
§ Increased visibility and control into every order, allowing for prioriMzaMon and real-‐Mme tracking
§ Reduced employee overMme hours
§ Enhanced supply chain and order processing management thanks to fewer manual tasks
§ Freed up warehouse space by eliminaMng PO archiving
§ Reduced turnaround Mme for order acknowledgements
Pu\ng an End to Manual Data Processing
TERUMO
For over 80 years, the name Terumo has been synonymous with high-‐quality, innovaMve medical devices. StarMng as a manufacturer of clinical thermometers, Terumo Medical CorporaMon has grown into a worldwide leader in hollow-‐fiber technology, blood-‐management systems and endovascular therapy, with its medical products being used in more than 160 countries and generaMng over $3 billion in global annual sales. Terumo Medical CorporaMon recently decided to market the medical device products it manufactures through its own sales teams rather than go through a distributor. Arer doing so, the company quickly realized it did not have the appropriate system or staffing in place to handle all of the incoming orders.
§ Manage the non-‐EDI orders sent hospitals and clinics via fax/email § Needed a soluMon that to automate order management similar to EDI
funcMonality § Coexist with the company’s exisMng ERP system (JD Edwards) § IniMally thought was to have India take over order processing
SCALABILITY & GROWTH
Key Requirements:
Pu\ng an End to Manual Data Processing
TERUMO RESULTS
+60% PROCESSING TIMES by keeping the workflow electronic rather than manually entering to JD E.
Scalability INCREASING INBOUND ORDERS YoY Maintain same levels of staffing & focus aligned to customer service
Click N’ Go 575 customers taught to leverage « touchless » processing
Pu\ng an End to Manual Data Processing
VALIDATION
Header fields extracted
Document & a(achments
Line item details
User acMons
Image of the order
Pu\ng an End to Manual Data Processing
EDI ORDER EXCEPTION MANAGEMENT EDI human-‐readable version
Detected discrepancy
Extracted data
EDI flat file
Pu\ng an End to Manual Data Processing
TRACK ORDER FROM PORTAL
Enable your customers check their orders statuses directly from the portal. CUSTOMER PORTAL – STATUS TRACKED BY CUSTOMER
Pu\ng an End to Manual Data Processing
ESKER’S AGILE APPROACH TO SOLUTION DELIVERY “Solu4on requirements are more thoroughly understood when project owners/users get hands-‐on experience early in the process.”
Customer Service Manager of bioMerieux
• SoluMon benefits/features are received more rapidly with faster ROI • Greater process insight as CSR’s are acMvely involved • Resources invested in the most value-‐added features • Reduced risks and lower overall implementaMon costs • Decisions and modificaMons made with context
ESKER SOP CUSTOMERS
§ Worldwide presence – 30 years § 10 offices, 300+ employees, ¼ dedicated to R&D § 11,000 acMve document automaMon
customers worldwide § 20,000,000 documents processed each month § SAP customer and partner. Works with ANY ERP
Steve Smith Vice President of Sales Americas Tel 608-828-6110 Fax 608-828-0100 steve.smith@esker.com
Dan Reeve Managing Director
Esker, Inc. ▪ 1212 Deming Way ▪ Suite 350 ▪ Madison, WI 53717
800.368.5283 info@esker.com
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About AIIM
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AIIM believes that the informaMon systems we use at work should be simple, secure, and available anywhere, anyMme, and on any device.
Our mission is to improve organizaMonal performance by empowering a community of leaders commi(ed to informaMon-‐driven innovaMon.
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