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Managing and Operating a Production Imaging/Workflow environment. Brian DeWyer Silas Technologies, Inc. Case Study Approach. Business Environment Challenges/Solutions Before/After Points to Ponder Questions. Hall of Fame Questions…. - PowerPoint PPT Presentation
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Managing and Operating a Managing and Operating a Production Imaging/Workflow Production Imaging/Workflow
environmentenvironmentBrian DeWyer
Silas Technologies, Inc.
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Case Study ApproachCase Study Approach
Business Environment
Challenges/Solutions
Before/After
Points to Ponder
Questions
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Hall of Fame Questions…Hall of Fame Questions…Why is ‘image’ slow now? I have been saving my ‘images’ in word documents so I can bring them up quickly…
Why can’t I find the document…by the second cousin’s name?
I need a bigger display – the screen is too small and my magnifying lens does not work well…
Why can’t I pick which queue to work? The system is new and does not have as much experience as me…
So what if the document is 500 pages? It did not take up much space in the filing cabinet…
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Large Financial Large Financial Institution ExperienceInstitution Experience
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Merger & Acquisition activity
Business EnvironmentBusiness Environment
Process consolidation
Self-service delivery
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Major ThemesMajor Themes
Smart scanning & maximizing auto-indexingCommon capture process architecture –fan in/fan outFlexible coupling with legacy applications and/or CIF databases
Peak volume/input source insensitive
Secure enterprise access with relationship indexing scheme
Operationally ‘hardened’ with measurable results
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Total pages archived
The Numbers… The Numbers…
Production image workstations
Display requests per day
Browser users in distributed locations
Daily pages captured
> 100M
> 1,500
> 90,000
> 25,000
> 200,000
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Browser Documents DeliveryBrowser Documents Delivery
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ChallengesChallenges
Cost Center versus Profit Center
How to better evaluate true costs and temporary personnel
Forecast from business activity?
What to measure?
Organization – Shared Services/Design/Delivery/Operations
Risk mitigation
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ECM Babysitting…ECM Babysitting…
Customer/End User phone call notification
SWAT team – IT/Operations/Business members
Manufacturing concepts
Service Level Agreements – Distribution/Capture/Process/Archive
‘Know before the customer knows’ design point
Enable confident growth…
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File Room ConversionProject Management/Analysis
Receipt and “Check-In” of DocumentsPrepare folders for imagingDocument ScanningIndexQuality AssuranceDocument Destruction
File Room Inventory and Management
Capture Operations ServicesCapture Operations Services
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‘‘Before’Before’Minimal control over what type of work sent to image capture, based on work arrival, origination, or value.Items were bundled together and not separated by LOB (line of business) or by work type.Better ‘close the books’ workload picture. Manual counting of work items attempted to provide a balance of daily volume.Items were researched by date scanned – dramatically increased resolution times.IT support/operations aware of service issues after customer impact.Created reactive management scenarios.
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‘‘After’After’Control database enabled an item tracking mechanism at the front end to verify receipt of work.Document barcodes automated loading to the control database by using wands and scanners.Systematic audits linked to the control database allowed for front end and back end automated reconciliation of daily work.‘Work-in-progress’ view of work items throughout the process – distribution/prep/scan.Production standards implemented which identified the actual FTE required versus actual FTE available.Proactive monitoring and measuring of critical capture components and processes.
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Business ImpactBusiness Impact
Productivity increased 15% - 20% from specific production standards based on actual volume of work and image servicing balanced scorecard.Barcodes eliminated majority of manual document indexing and initiated automated capture routing.Quality improvement from ‘control, track, audit and locate’ of work items at any point in the capture process.16 FTE reassignments.Cost savings:
> $400,000 in temporary staff reductions~ 5 hours per day of lost production time searching for documents
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Balanced ScorecardBalanced Scorecard
Financial – Profit, Key Variances by Project
Employee – Standards/Absentee/Suggestions/Complaints
Customer – Service Levels/Quality by Project
Strategic – Volume Growth, New Business
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Key PointsKey Points
Apply work process redesign techniques to capture
Involve all consumers – scanner operators to workflow processors to executive LOB users
Job Costing/Forecasting tools
Not a one time event – repeatedly measure and communicate!
Plan for risks – DR/BCP
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DR/BCP PlanningDR/BCP Planning
Clearly Identify Objectives Application rankingExternal customer impact/service
levelsRegulatory guidelines
ApproachWho owns BCP for business area?Cross Matrix Team –
Business/Operations/ITIdentify key points in BCP process
to measure
Risk ManagementInvolve AuditDocument, DocumentTEST THE PLAN!
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DR/BCP DR/BCP
Establish Baselines Wall ClockWho/What/Where Regulatory
Site TestingApplication operating as customer
SLA statesMeeting Baselines?Exception Owners/Accountability
Repeat 2x Year
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DR/BCP EventDR/BCP Event
Category 3 Hurricane Major check processing and dealer
finance locationFederal Disaster declared
BCP ActionsLevel 1 Work shifted to other state
same dayLevel 2 Work within 24 hoursECM key technology playerEmployee Communications
2020
Points to PonderApply work process redesign techniques to ECM frameworks
Involve all consumers – scanner operators to workflow processors to executive LOB users
Plan for risks – Backup/Disaster Recovery/Phases
Include operations management – monitor/ measure capture process
Not a one time event – repeatedly measure and communicate!
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Dashboard MetricsDashboard Metrics
Operational metrics
Proactively measures service levels (SLA)
Software to monitor applications & processes
