The Problem
A financial services company serves hundreds of different financial and accounting services customers. The company has made acquisitions during the last five years, leading to three ERP systems with different processes and lifespans. The company launched a new strategic aim to have a unified way, processes, and systems for all their customers in search of productivity and efficiency. As two systems were at the end of their lifespan, they decided to replace three underlying legacy ERPs with one unified cloud-based ERP system.
The customer needed visibility on how processes happened before system transformation, and they needed to have updated process blueprints, which they found non-useful. Due to the timeline, creating those process blueprints or analyzing the current state wasn’t an option. In addition, customer teams were scattered into 10 locations, which complicated any analysis.
The IT system landscape also made system-based data analysis of operations problematic:
- Three legacy systems in one ERP
- Without an underlying process understanding
- No way to control and manage the new deployment
The Solution
The customer chose to focus on centralization, control, and ease of management in the new deployment. During the rollout, the customer wanted to focus on monitoring four core sub-processes to keep business ongoing as well as start to optimize processes immediately.
- Sales invoice processing
- Purchase invoice handling
- Expense claims
- Travel claims
E - Eliminate
ProcessMaker's Process Intelligence unveils overlapping, duplicate, and pointless work in process steps for more meaningful work and quicker returns.
S - Standardize
ProcessMaker's Process Intelligence shows various teams’ methods to identify the most effective way of working and become a fully optimized organization.
A - Automate
ProcessMaker's Process Intelligence reveals manual work on business apps to show quickly automatable process steps and long workflows for RPA.
The Value Created
The automated process discovery revealed that most agreed processes were not followed, and the company needed continuous monitoring and control so the teams could move toward the new expected operating model.
Expectation
100% of the work is done in a new operating model
Reality
75% - in the old operating model; 25% - in a new operating model
The insights were shocking: The new operating model included only the systems that should be used, and still, the process was executed using old techniques and work practices, and even the old methods that the company has been trying to ramp down. Employees were also working on the same customer cases, causing multiple additional touches per invoice and causing a lot of unnecessary rework.
From a 1-month analysis of 250 employee processes, the case company was able to generate a business case of millions of potential savings to monitor, control, and lead the transformation. This is to ensure that the agreed operating model is executed and the value of the new systems and centralization is realized before starting to optimize, standardize, and automate process activities.
