[webinar slides] put an end to manual data processing

Underwri(en by: Presented by:

Put an End to Manual Data Processing

Presented December 2, 2015


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


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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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.


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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


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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


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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


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•  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


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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


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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


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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


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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


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Source: CRE8 Study

BASELINEOVERALL VIEW

DECISION13%

SYSTEM12%

ANALYZE3%

WRITE16%PHONE

4%

MEETING6%

SORT6%

COPY2%

TRANSPORT28%

FAX1%

FILE6%

PRINT3%

DEVELOP METRICS

BASELINE


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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.


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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.


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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


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ORDER PROCESSING •  Error Rates • Cost Per Order • Customer Service •  Transparency •  Efficiency • Quality

EXAMPLE AREA OF OPPORTUNITY


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CRE8 CASE STUDY: ORDER PROCESSING, LEAN, AND PAPERLESS TECHNOLOGIES


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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


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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)



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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



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ORDER ENTRY

FAX

FTP

AS2

PDF

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


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ORDER ENTRY

FAX

FTP

AS2

PDF

TIFF

JPEG

HTML OCR

ICR

DATA ENTRY

VERIFICATIONSMANUAL


ERPSYSTEMEXCEPTIONS

ONLINE PORTALDATA

EDI

FORMATS TRANSMIT EXTRACT VERIFY EXCEPTION HANDLING

PRIORITY

UPLOAD PROCESS

ERPSYSTEM

WORKFLOW

ECMSYSTEM

INQUIRIES / COMPLAINTS


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ORDER ENTRY

FAX

FTP

AS2

PDF

TIFF

JPEG

HTML OCR

ICR

DATA ENTRY

VERIFICATIONSMANUAL


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


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ORDER ENTRY

FAX

FTP

AS2

PDF

TIFF

JPEG

HTML OCR

ICR

DATA ENTRY

VERIFICATIONSMANUAL


ERPSYSTEMEXCEPTIONS

ONLINE PORTALDATA

EDI

FORMATS TRANSMIT EXTRACT VERIFY EXCEPTION HANDLING

PRIORITY

UPLOAD PROCESS

ERPSYSTEM

WORKFLOW

ECMSYSTEM


LEAN WASTE

TRANSPORTATION INVENTORYMOTION OVER-‐PRODUCTION WAITING OVER-‐PROCESSING DEFECT


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ORDER ENTRY

FAX

FTP

AS2

PDF

TIFF

JPEG

HTML

OCR

ICR


ERPSYSTEM

ONLINE PORTALDATA

EDI

FORMATS TRANSMIT EXTRACT VERIFY UPLOAD PROCESS

ERPSYSTEM

WORKFLOW

ECMSYSTEM

MEASUREMENTS (KPI)



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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

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CRE8 Training Workshops


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


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


WOULD YOU RATHER DEAL WITH THIS?

Sales

Archive

Fax/paper

CSRs

Confirmation

EDI workflow

Management

ERP


OR THIS?


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:


BIOMÉRIEUX SOLUTION

Average order

entry Mme

RouMng order

Archiving

Processing steps


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.


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:


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


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


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:


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


VALIDATION

Header fields extracted

Document & a(achments

Line item details

User acMons

Image of the order


EDI ORDER EXCEPTION MANAGEMENT EDI human-‐readable version

Detected discrepancy

Extracted data

EDI flat file


TRACK ORDER FROM PORTAL

Enable your customers check their orders statuses directly from the portal. CUSTOMER PORTAL – STATUS TRACKED BY CUSTOMER


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 [email protected]

Dan Reeve Managing Director

Esker, Inc. ▪ 1212 Deming Way ▪ Suite 350 ▪ Madison, WI 53717

800.368.5283 [email protected]

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