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