How can you leverage the power of process automation to reduce cost, increase capacity and operate more efficiently efficiency?
Do you know what documents exist within your business or organisation? Does your intranet have an area where people can review, learn about and even suggest improvements on current business processes? If your organisation is like most others, then it is more likely that your business processes have never been mapped out end-to-end and there is no record anywhere of the range of forms and documents that need to be dealt with on a day-to-day basis.
In larger organisations, it is usually a necessity that individual roles are fairly specialised and the knowledge of what is required to carry out the role successfully is handed down over time or passed on by other team members. The problem is that almost nobody has a clear oversight of the end-to-end processes, which means that it is harder to spot redundancy or poor design in your workflow processes. From one day to the next, the business still ticks over fine – but if you need to change or improve your business processes, or introduce new technologies then the headaches and pain really begin.
The chances are your current processes are significantly more inefficient than anybody would like – lots of manual steps, ad-hoc or unmanaged conversations and interactions, and possibly lots of paper documents floating around. It’s also likely that your business processes have redundant steps and activities which are still carried out because it made sense at some point in the past but nobody has realised that it hasn’t been necessary for the past 5 years.
If companies want to move forward, innovate and achieve significant growth then they need to leave the swamp of uncharted, largely manual, business processes behind. The way forward is to partially or fully automate many business processes and freeing up the workforce to concentrate on the value added tasks in the process rather than spending huge amounts of time on inefficient versions of what are essentially “mechanical” tasks.
If a process can be mapped out and any decision rules can be written down in a logical way then the process can be implemented on a business process platform such as paper River’s FlowMatrix platform. People are still essential to many processes, but now they are doing what people do better than machines, namely making judgement calls, making sense of new or anomalous data or scenarios or communicating with your customers.
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