Unity is a three-year effort to overhaul the company's overgrown infrastructure, which had swelled to some 1, applications as it digested eight newly acquired companies, says Rob Smallwood, Level 3's senior vice president for IT.
The plan included efforts to inventory and integrate disparate systems from the acquired companies and refresh the process and application architecture to provide a single, consolidated platform for sales, service delivery and billing. The company had been documenting its business processes via Visio and Powerpoint, although Smallwood jokes that "you might have found something on a napkin at a branch office or two as well.
Given the complexity of the task, it was clear Level 3 needed full-blown BPM tools, including one enabling it to map its new set of processes. In the company introduced Savvion BusinessManager, which gave the business process managers and IT the ability to handle processes from modeling and simulation through execution and monitoring.
The deployment was successful; instead of taking a quarter or so to implement a new process, IT can handle the job in two to four weeks, says Smallwood, and the application count is down to about The BPM software was an important part of the transformation, but the IT exec emphasizes that the company underwent a cultural shift as well. That changed. High-level executive sign-off on major IT projects is always important, of course, but Level 3 CEO Jim Crowe went further, becoming an advocate for the project, both internally and externally.
Crowe's support, says Smallwood, made it easier to convince line-of-business staffers that changing some ingrained habits was vital. As YRC's IT team worked to streamline the company's order-entry process, it looked at data relating to eight months of shipping history, or approximately 8 million shipments.
It became clear that customers consistently ship to the same sites; in fact, half of shipments reviewed fell into predictable patterns, or pairs composed of shippers and consignees. As a result, YRC employees repeatedly entered the same billing information. It also became clear that entering the same billing information again and again was unproductive and expensive. To solve this, the company built a proprietary application on top of its mainframe systems.
Called CABE, for computer assisted bill entry, the software analyzes prior entries. When it detects a repetitive series of transactions between a shipper and a destination, it automatically populates a bill. An incorrect prediction can easily be changed by the order-entry personnel. CABE went live in at the company's Roadway subsidiary, with immediate benefits, says Rapken, adding that the company is now deploying the system in other divisions as well. As a result, paper invoices, of which there were many, were quickly loaded into the system, and even more important, all order-related documents could be tracked and managed.
Baseline productivity for the order-entry personnel quickly increased by nearly 50 percent. A year later, some team members have upped their hourly production another percent. Errors have dropped as well, and that means receivables are collected that much faster.
Lessons learned? There are two, says Rapken. And giving a nod to the company's venerable mainframes, he adds: "Not everything has to be done with new technology. Developers can include custom logic where needed. Socializing Process Change, Denis Gagne, Trisotech Today, most organizations see business processes as the corner stone of their business transformation and innovation strategy.
Gaining employee buy-in and commitment for process changes is a well-known critical success factor of any business transformation or innovation endeavour.
Trisotech proposes an efficient and effective solution to socializing process changes within your organization. This solution relies on an engaging way to mobilise your organisation by bringing to life your business process model documentation. Big Processes span multiple systems in heterogeneous landscapes, generate large amounts of data, and involve people from multiple departments.
A challenge of Big Processes is real-time visibility for line-of-business users, as these processes are not controlled by a single system. The right people get the right answers at the right time—in no time.
Eliminates subjective separation of signals from noise. Everyone engages in continuous process improvement. Integrating Process Intelligence with Mining completes the picture. Toggle navigation. At Colosa we are launching a new mobile technology which aims to help self-organizing groups collaborate more efficiently and make intelligent decisions based on structured data sets. The solution is designed to become smarter with usage.
Large branch-style organizations such as retail banks pose a particular challenge to model-driven work and resource management due to their scale and dynamic nature. This presentation will introduce model-driven work and resource management, the challenges of large branch-style organizations, and how TIBCO is addressing these challenges.
Automation of Manual Processes with Synthetic APIs , Stefan Andreasen, Kapow Despite the advances in automation and business process automation, BPM users are still burdened with highly repetitive and manually intensive tasks that are time consuming and prone to errors.
Learn how Synthetic APIs can build and deploy automated robots to extract content from multiple sources to automate B2B processes. A Successor to Flowcharts , E. Scott Menter, BPLogix As comfortable as we all have been with it, the flowchart style process model has some significant disadvantages. And guess what, this is where W4 focuses its innovation to provide a all-in-one environment to define the 3 elements together. Moreover, as a complement to our BPMN2-native engine, we will show that it is possible to model and execute a whole BPM application connected to databases and ECM systems, without the need to produce Java or whatever code.
Creating real BPMN — hierarchical models, consistently structured, that communicate clearly — is more difficult for business users. We demonstrate a wizard-based tool that generates such diagrams automatically from a simple structured interview, following the Method and Style approach. Combining Process Modeling and Enterprise Architecture, Gero Decker, Signavio With the adoption of BPM in the breadth of the organization, the intersection between the process-oriented perspective and other viewpoints moves into the center of attention.
These new capabilities simplify the modeling of common scenarios and lead us to more robust and responsive process solutions.
Empowering them with a business model that motivates them to build next generation enterprise class solutions is imperative. Appiyo embodies that vision uniquely. With EnterpriseWeb, business and technical users share a single platform that facilitates interoperability between roles.
People can build cases for anything: as a container of owner-managed artifacts and collaboration, as a template providing jump-start and standardization of similar activities while retaining configuration flexibility, or as an App, where the Case itself results in a standard structure of information, capabilities and processes.
In fact, every system object has a Case that tracks it development and lifecycle providing a unified Object Model. Intelligent Process Execution: An Imperative for BPM , Dominic Greenwood, Whitestein This talk will challenge our understanding of what Intelligence really means for process modeling, execution, and analytics; how can it be represented, and how can it be built into the execution patterns inside process-driven applications.
Effektif combines the best of BPM and collaboration tools while leveraging existing email infrastructure, rather than replacing it. With its cloud-only approach and pay-per-use pricing, Effektif's SaaS based solution lowers the entry barrier to BPM automation and is suitable for both large and small processes. The combination of Effektif and Signavio now provides both small and large enterprises with a completely new way to automate their processes. We are both thrilled about the opportunity to improve how work is done, one process at a time.
Effektif was founded by Tom Baeyens in Belgium in December
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