Transform your Company through Modern Process Applications

In association with: Presented by:

Transform your Company through Modern Process Applications

Presented May 13, 2015


About AIIM

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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


Introducing our Featured Speaker

George Dunn

President

Cre8 Inc. Independent Consultants

INDEPENDENT CONSULTANTS: IMPROVING PEOPLE PROCESSES AND SYSTEMS © 1993 - 2015

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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.


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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 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.


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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


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How do we know if there is a need for process

improvement?

QUESTION


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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


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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


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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


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What methodologies are available to

improve a process?

PROCESS IMPROVEMENT


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Continuous Process Improvement Quality Is Free Re-engineering Business Process Management LEAN Six Sigma Workflow

EXAMPLE PROCESS IMPROVEMENT METHODOLOGIES


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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


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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


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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)


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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


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Process Improvement Project Risks

CRE8 WORKSHOPS


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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?


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IMAGE PROCESS

INTERVENTIONS

HL

STEP

TASK

10x

10x

NOT UNDERSTANDING LEVELS OF PROCESS ANALYSIS

HL = HIGH LEVEL


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IMPLEMENTING TECHNOLOGY ON TOP OF AN UNSTABLE OR UNIMPROVED

PROCESS

DATABASEPOSITION

ECM ECM ECM

WF WF WF WF WF WF

CAPTURE

E-D

ISC

OVE

RY

E-M

AIL

PROCESS


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PROCESS IMPROVEMENT DASHBOARD

SELECTION BASELINE REDESIGN GOAL CHANGE


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BASELINE REDESIGN GOAL

STUDY

BUDGET

CUSTOMERS

AUDIT

LITIGATION

REPLACE


CHANGE


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SELECTION BASELINE REDESIGN GOAL

SERVICE

EFFICIENCY

QUALITY

COMPLIANCE

PREPARE

TEAM


CHANGE


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ACTIVITY

STEP

TASK

STRESS

IDEA

MEASURE


CHANGE


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PROCEDURE

OWNED TECH

NEW TECH

CURRENT

NEW

MEASURE


CHANGE


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SELECTION BASELINE REDESIGN CHANGE GOAL

NEW

MODIFY

ELIMINATE

TIMELINE

ASSIGN

MEASURE



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CRE8 CASE STUDY #1

PROCEDURAL CHANGES

REDESIGN


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EXAMPLE PROCESS BASELINE

B.P. - 1

ORGANIZATIONALBLUEPRINT 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%) PERCENTAGE)

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 MESSAGE

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 911SEE **

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


DETERMINE APPROPRIATE SAFETY RESPONSE

SEE BP 1.1

LEAVES MESSAGE

SUP OR CC OR SAFETY

CALLS 911SEE **

ATR

Y TO

CALL

SAFETY

A A

B

SUPVASK QUESTIONS ON PHONE

GOES TO HOSPITAL

MEDICALAND/OR FIRE ARRIVE. UPDATE THEIR LOGS.

SEE BP-2

IF COMMERCIAL VEHICLE

SEE BP-3CDL

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


TO BP 1.8 IF SUPV OR

SAFETY DOES NOT MAKE IT TO ACC SITE/

HOSP



HOSP



HOSP

DOES NOT RECEIVE A COPY OF SOWVCR

OR CITATION



CASE STUDY BASELINE

REDESIGN


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B.P. - 1



C R

RP CALLS 911













TO CALL IN SAFETY

LEAVES MESSAGE


LEAVES MESSAGE


LEAVES MESSAGE



SUP OR CC OR SAFETY

CALLS 911SEE **

SPEAK TO MANAGER.







SEE BP 1.1

LEAVES MESSAGE

SUP OR CC OR SAFETY

CALLS 911SEE **

ATR

Y TO

CALL

SAFETY

A A

B


GOES TO HOSPITAL


SEE BP-2


SEE BP-3CDL







SEE BP 1.5




HOSP



HOSP



HOSP


OR CITATION

CONTACT OF FLEET COORDINATOR IS NOT HAPPENING ON A

CONSISTENT BASIS



CONTACT OF FLEET COORDINATOR IS NOT HAPPENING ON A

CONSISTENT BASIS

CASE STUDY BASELINE

REDESIGN


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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.


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)


INSTRUCT RP TO CALL 911

IF REQUIRED, SAFETY WILL CONTACT SUPERVISOR SEE BP 1.5

SUPERVISOR RESPONSE

TOBP-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


.COM


B.P. - 1



C R

RP CALLS 911













TO CALL IN SAFETY

LEAVES MESSAGE


LEAVES MESSAGE


LEAVES MESSAGE



SUP OR CC OR SAFETY

CALLS 911SEE **

SPEAK TO MANAGER.







SEE BP 1.1

LEAVES MESSAGE

SUP OR CC OR SAFETY

CALLS 911SEE **

ATR

Y TO

CALL

SAFETY

A A

B


GOES TO HOSPITAL


SEE BP-2


SEE BP-3CDL







SEE BP 1.5




HOSP



HOSP



HOSP


OR CITATION



REDESIGN

CASE STUDY BASELINE


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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.


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)


INSTRUCT RP TO CALL 911

IF REQUIRED, SAFETY WILL CONTACT SUPERVISOR SEE BP 1.5

SUPERVISOR RESPONSE

TOBP-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


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CRE8 CASE PROCEDURAL AND TECHNOLOGY CHANGES

CASE STUDY #2

REDESIGN


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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 STRESSPOINTS

Task type

Baseline

REDESIGN


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CASE STUDY APPLICATION PROCESS

STEP PERCENTAGE OF WORK

DECISION9%

SYSTEM15%

ANALYZE3%

SORT10%

COPY2%

TRANSPORT43%

FAX0%

FILE7% PRINT

5%

MEETING0%

WRITE5%

PHONE1%

REDESIGN


.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

4479

13 5

160

27

656

3

117

74

309

0

100

200

300

400

500

600

700

800

900

DECISIO

N

SYSTEM

ANALYZE

WRITE

PHONE

MEETING

SORTCOPY

TRANSPORTFAX

FILEPRIN

T

STRESS POINTS

Task type

BaselineRedesign A

REDESIGN


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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

4479

13 5 0 0 0 0 020

74

284

0

100

200

300

400

500

600

700

800

900

DECISION

SYSTEM

ANALYZE

WRITE

PHONE

MEETING

SORTCOPY

TRANSPORTFAX

FILEPRIN

T

STRESS POINTS

Task type

REDESIGN


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

[email protected]

http://www.appian.com/

http://www.bpmbasics.com/

mailto:[email protected]


QUESTIONS?


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