Quality professionals recognize that streamlining processes can deliver significant returns, but many are unsure where or how to start. With dozens or even hundreds of processes, automating them all can seem overwhelming.
In this white paper you'll learn:
The three most important quality functions to automate for process excellence
Strategies for streamlining your quality process so you can turn insight into action
Tips for choosing a flexible platform that harnesses creative problem-solving.
It is common belief that automation of existing processes and implementation of an Enterprise Resource Planning (ERP) system can help organizations with their strategic objectives and seamlessly translate into operational excellence. While a modern ERP system certainly provides companies with many benefits, it does not necessarily translate to optimal business performance.
This white paper, based on the Process Excellence Network and K2 webinar, “5 Ways to Transform Business Processes to Optimize Agility,” by Rob Speck, Vice President of Services at K2, focuses on:
What drives business process innovation
What causes organizations to adopt platforms that support process innovation
Examples of organizations that have done this and their return on investment (ROI) as a result
Download this white paper to discover the 5 key components to transforming your business processes.
Energy companies are being challenged on multiple fronts. Core expectations require the delivery of safe, reliable, affordable and sustainable energy. Business models are being challenged by alternatives such as renewables and consumers demanding more sophisticated interactions through social and mobile.
Energy companies need to:
Disruptively innovate business processes through analytics driven operational excellence to increase agility and responsiveness, reduce operational costs and improve asset reliability
Assume the role of energy integrator to optimally balance supply and demand points
Deliver a 360-degree customer-of-one experience to increase customer satisfaction and loyalty, reduce costs, and improve management of energy demand
According to the report, Benchmarking the Accounting Function 2015, only 56% of companies currently use automation to reconcile accounts. While many finance leaders want to change the process of reconciliation, the task can seem overwhelming.
However, developing a plan does not have to be complicated or time-consuming – and the benefits far outweigh the risks. A smooth, stress-free financial close adds qualitative value to the company by freeing employees to focus on strategic initiatives and ways to grow business.
A CFO’s Guide to Transforming the Financial Close shares how to build a center of excellence to streamline reconciliation so you can align objectives to overall business goals. Leading-edge automation tools can stop the madness of shuffling papers, sorting emails and searching spreadsheets, turning the reconciliation process from a cost center to a value-add for the company.
The age of digital transformation is firmly here, and with it comes a seismic shift in how businesses must operate if they intend to stay relevant and profitable. Though the role of process in digital transformation is often over-hyped, in truth, it remains a critical element in the fight to win, serve, and retain customers. In this digital age, businesses must holistically reframe their investment in process automation. In short, a compelling vision for process excellence must underpin this digital transformation, thereby transforming customerfacing processes and digitizing operational processes.
The change is so profound that Forrester has renamed the category from business process management (BPM) to digital process automation (DPA). This shift, while continuing to drive down costs and drive up employee productivity, makes customer experience and digital transformation the primary success factors. This represents a powerful and necessary change of focus.
In July 2017, IBM commission
This white paper, based on the Process Excellence Network’s, “5 Ways to Transform Business Processes to Optimize Agility,” by Rob Speck, Vice President of Services at K2, focuses on what causes and drives process innovation, includes examples of organizations that have done this, and analyzes their return on investment (ROI).
Find out how operations is a key driver to operational excellence. Operations executives are closest to the processes along the value chain, and as a result are best positioned to drive operational excellence initiatives. However, collaboration with other functions is essential. Data from IT, metrics and measurements from Finance and changing customer and market demand from Sales and Marketing are all drivers for operational excellence. But ultimately, it is the operations function that needs to be responsible for implementation.
Because all processes should be aligned to customer metrics, process improvement is an important goal for organizations in every industry. This paper illustrates the impact analytics can make on business processes through real-world examples based on IBM client experiences, and describes the steps organizations can take to refine quality, warranty, financial, inventory and other processes that are essential to achieving operational excellence.
In a world where speed matters, businesses need agility and flexibility to quickly modify their processes and business practices to stay competitive. Historically, large companies have hampered process agility by locking themselves into outdated systems, processes, and ways of working, but a variety of factors – including modernization and customer expectations – are increasingly playing a role in driving companies toward business process transformation, an emerging topic in the realm of process excellence.
This white paper, based on the Process Excellence Network’s, “5 Ways to Transform Business Processes to Optimize Agility,” by Rob Speck, Vice President of Services at K2, focuses on what
causes and drives process innovation, includes examples of organizations that have done this, and analyzes their return on investment (ROI).
When driving any major change within an organization, strategy and execution are intrinsic to a project’s success. Nevertheless, closing the gap between strategy and execution remains a challenge for many organizations, as explored in a recent Process Excellence Network report: “Shift Business Excellence Into High Gear: Drive Strategic Performance Through Process
Excellence.” Companies tend to focus more on execution than strategy for quick results, instead of taking the time needed to understand the parts that make up the whole, so the right execution plan can be put in place to deliver the best outcomes.
A large part of closing this gap is understanding that business operations don’t fit neatly within the traditional organizational hierarchy. Business processes are often messy, collaborative
efforts that span people, departments and systems, making them difficult to manage within a hierarchical structure. Business process management (BPM) helps by redefining an
The business context for process excellence and business process management (BPM) has changed dramatically since the 2009-to-2010 recession. During the recession, BPM software and services saw impressive double-digit growth as a result of enterprises slashing costs and boosting worker productivity.
Now, executive agendas have shifted to focus on growing revenue, expanding the customer base, and delivering new digital products and services. Enterprise and process architects are reshaping their business cases for BPM around these new drivers. This is not an easy task. However, process excellence will play a critical role for forward-thinking enterprise architects that invest the time to link BPM to new front-office drivers to help the organization drive digital transformation. This report replaces “Building The Case For Your BPM Initiative” in the business process management playbook and provides guidance on developing revenue and customer-focused business cases.
Bad accounts receivable (AR) practices are bad for business. Think your AR department is making all the right moves? It’s easy to find out.
Download the interactive eBook 7 Worst Practices in AR to see the root causes of AR performance issues, and how robotic process automation can be your vehicle to the path of invoicing excellence.
It’s too important to be awful — see where your AR is going wrong!
"Colorado-based, Elevations Credit Union has transformed their organizational performance, reducing the average time to fund a home equity loan by 61% and increasing the number of loans that each underwriter handles by 71%.
By modeling, analyzing, and improving their existing processes, Elevations has been able to drive out inefficiencies and increase their revenues by delighting their customers. IBM Blueworks Live is the tool that’s been at the heart of Elevations gaining visibility and insight into their existing processes, and helping them drive cross-enterprise engagement and viral cultural change.
Carla Wolfe, Senior Business Analyst at Elevations Credit Union will describe their process discovery journey, and how it has led to remarkable changes in their organization. Along the way they've also accumulated several performance awards, including the 2013 Rocky Mountain Performance Excellence PEAK award, and plan to be a 2014 applicant for the prestigious National Malcolm Baldrige
Carla Wolfe, Senior Business Analyst at Elevations Credit Union will describe their process discovery journey, and how it has led to remarkable changes in their organization. Along the way they've also accumulated several performance awards, including the 2013 Rocky Mountain Performance Excellence PEAK award, and plan to be a 2014 applicant for the prestigious National Malcolm Baldrige Performance Excellence Award.
Because all processes should be aligned to customer metrics,process improvement is an important goal for organizations in every industry. This paper illustrates the impact analytics can make on business processes through real-world examples based on IBM client experiences, and describes the steps organizations can take to refine quality, warranty, financial,inventory and other processes that are essential to achieving operational excellence.
Published By: Progress
Published Date: Jan 06, 2017
Digitalization brings both new opportunities and confusion to even the most carefully planned selection processes for WCM. CIOs and IT leaders aiming to boost the effectiveness of their digital business strategy should use this document to help them select the most appropriate vendor and solution.
Gartner Magic Quadrant reports are the standard of excellence for vendor evaluation, research and reporting. While many vendors are evaluated, only a select few meet the stringent criteria for inclusion. Continuing its long-standing tradition, Gartner has released the 2016 Magic Quadrant for Web Content Management (WCM).
Progress is recognized as a “Challenger” in this year's report, based on a combination of completeness of vision and ability to execute. This is the third consecutive inclusion for the company's award-winning web content management and digital experience solutions.
Web content management is an integral piece to any successful digital transformation strategy. In our minds t
Business and manufacturing professionals are looking for new ways for operations to support improvements to their company’s products, services, and bottom line.
This eBooks delves into:
• Industry drivers and challenges
• Accelerating success through people
• Accelerating success through the process
• Accelerating success through technology
• Recommendations for accelerating your Operational Excellence journey
Leading companies are aligning people, optimizing processes, and supporting both with MOM software applications in order to accelerate their Operational Excellence journeys. Make sure your company isn’t falling behind.