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72 www.cepmagazine.org September 2001 CEP

Management

he information technology revolution hasproduced dramatic improvements in employ-ee productivity over the last 10 years andcreated the greatest economic performance

and prosperity in our history. Much of the increase inproductivity has come from automation and improvedcontrol of physical processes. Advances and automationof work processes in such areas as accounting systems,inventory, and supply-chain management have also sub-stantially decreased costs and have gotten a great deal of attention. Improvements in productivity will continue,with the next step being computerized support of work processes on the factory floor. This is especially true inthe process industries due to the complexity of the opera-tions and because essentially all of the employees areknowledge workers (Figure 1).

Plants today face stringent safety and environmental re-

quirements with severe penalties for compliance failures.Work processes of the past are no longer adequate. It issimply not possible to meet todays rigorous process safetyand environmental requirements using sloppy methods andoutdated work processes. If this is not self-evident, a fewminutes reading the Clean Air Act (www.epa.gov/oar/caa/ contents.html) or OSHAs Process Safety Management re-quirements (www.osha-slc.gov/SLTC/processsafetyman-agement/) should provide ample evidence. However, insti-tuting rigorous, well-designed, work processes using man-ual methods can be very expensive and difficult.

Under pressure to increase profitability, increase pro-ductivity, and comply with increasingly stringent safety,

environmental, and product requirements, plants are find-ing that work processes developed over the years fre-quently do not meet todays needs. The dual objectives of high employee productivity and rigorous compliance withregulatory and customer requirements can only be met by

Maximize workplace efficiency through consistent implementation of a companys best practices using workflow modeling and automation.

TCharles Gillard,Verticore Technologies, Inc.

1975 1980 1985 1990 1995 2000

U.S. Non-farm Output/h

U.S. Manufacturing Output/h

U.S. Business Output/h

s Figure 1. Normalized relative productivity for U.S. manufacturers, busi-nesses and non-farm labor, 19491999. Source: U.S. Bureau of LaborStatistics.

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use of well-designed work processes supported by effec-tive computer support tools. These new software ap-proaches can not only create solutions to these problems,but will also simplify and consolidate the entire work en-

vironment, further increasing employee productivity.

Improving work processesTo a substantial degree, the success or failure of an

organization depends on how good its routine work pro-cesses are and how efficiently and consistently the theyare implemented. Poor work processes result in ineffi-ciency, high error rates and rework. In many plants, work processes have evolved over many years with smallchanges being made in the requirements without an up-date. The original work processes were most likely good,but over time, small changes in the requirements withoutan update of the processes resulted in poor ones.

The first step to improvement is to replace proceduresthat have simply evolved with those specifically de-signed to meet todays needs and fit with the current or-ganization and information technology (IT) systems. Ex-cellent methods for redesigning work processes havebeen developed in recent years. While the details of themethods may vary, all of them take the same basic ap-proach by first defining the current work processes anddisplaying them pictorially. Because they involve a num-ber of people, all those involved need to be included inthe redesign. This creates buy-in for the new work pro-cess and is crucial, as no single person really knows thecomplete process.

Many times, this first step of simply getting a clearunderstanding of the current work process shows obvi-ous flaws that are creating business and operating prob-lems. The work-process design methods provide system-

atic methods for identifying work process flaws and op-portunities to improve workflow. A pictorial representa-tion of the workflow is useful as it identifies informationand data sources, with particular attention given to datamovement in and out of computer systems and manualtransfers of data between computer systems.

Once the current work process is described, the nextstep is to define how it may need to be revised. Specificthings to consider include:

clearly define responsibilities at each step in theprocess

minimize hand-offs from one person to another andacross organizational boundaries

wherever possible, eliminate the manual transcrip-tion of data ensure that every step is necessary and adds value avoid complicated processes; simplify by creating

several separate processes if needed take special care and consideration where responsi-

bilities are shared and where processes cross time bound-aries, such as shift changes

minimize and consolidate reviews and recyclesNothing creates confusion, inefficiency, and frustra-

tion like vague processes, responsibilities, and authori-ties. Automating data transfer from one person to thenext can decrease errors and increase the speed of the


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process. In addition, the more hand-offs there are be-tween people, the more opportunities there are for errorand delay. Frequently a work process design identifies

changes that should be made in the division of tasksamong people. Combining tasks previously done inmultiple jobs into one job can greatly accelerate andsimplify workflows.

Automating work processesWorkflows are the glue that ties together individuals

and departments. Some workflows can be automated bysimply creating an electronic routing slip for review andapproval or sign-off on electronic documents. After ap-proval, the completed routing slip and documents can bearchived for recordkeeping purposes. Review and ap-proval of a revision to an operating procedure subject to

OSHAs process safety requirements is an example of this kind of a work process.Other work processes are more complicated, requir-

ing entry of data along the process and updating of databases. These complicated processes require a sup-porting foundation. For example, periodic calibrationand standardization of an analyzer as required in an en-vironmental permit is a more complex work process.While paper-based systems can be used, they are ineffi-cient and increasingly, these systems are becomingcomputer-based.

Until now, individual databases were typically devel-oped for these purposes. More recently, systems have

been developed that consist of a work process enginethat operates on an underlying database. Some of thesesystems also allow the process to be managed via defini-tions of individuals roles, qualifications, and responsi-bilities, allowing updates to automatically carry throughto the workflow. For example, if a unit managers ap-proval is required for a Management of Change (MOC)and a new manager is named, with the appropriatechange in the system the MOC approval workflow willautomatically go to the new manager. When the processis automated, companies gain the time that had previ-ously been spent coordinating tasks and assignments.These processes could range from minutes to days, de-

pending on their complexity.The system that manages these workflows must beable to interpret the process definition, interact with theemployees most able to complete those tasks, and whererequired, invoke the use of other tools and applications.The technology to create this system is rapidly growing.There are organizations sprouting up to help study andunderstand how workflow processes develop. TheWorkflow Management Coalition (WfMC) is an organi-zation trying to identify key areas of workflow function-ality and develop appropriate specifications and stan-dards for the field of products they represent. Thesespecifications will create opportunities for the effective

use of workflow technology within the IT market. Thecoalition has established a standardized language, theWorkflow Process Definition Language (WPDL), for

use by software developers. This language demonstratesthat processes involving synchronization can be de-scribed in a systematic way. The project has definedsome characteristics common to these products, poten-tially enabling the development of products that will beinteroperable between vendors through the use of acommon set of standards.

Some of the common characteristics described inthese standards are: defining processes; creating com-puterized models of the workflow process and its con-stituent activities; and controlling operational instancesof these processes. Based on these guidelines, softwaredevelopers can create a workflow engine that deter-

mines the flow of work according to pre-defined busi-ness process definitions. It manages the resources re-quired to meet goals and provides monitoring facilitiesand control capabilities. Rigorous definition and au-tomation of work processes through use of a work pro-cess engine greatly facilitates both application of knowl-edge and refinement of it over time.

How an automated system worksThe mandatory documentation requirements that re-

fineries making reformulated gasoline have illustrate theautomation of work processes. The steps in of creating,filing, and managing the mandatory documentation are

shown in Figure 2. The required documentation includesan analysis of the blend, component ratios, operation of the blending system, and shipping documents. The com-pany records are routinely audited by the U.S. EPA, andfailure to have required documentation can result in largefines and removal of the permit to blend gasoline. Toavoid this, employees often scramble around to pull to-gether documentation during an audit, which is at bestdisruptive, but also a sign of poor control and manage-ment of the operation.

Here is a solution. When the operator physically startsa blend on the blend-control system, the blend-documen-tation system is also initiated, which creates a document

folder and puts a set of forms into the folder. Completionof the forms is assigned to the operator initiating theblend. By filling out these forms, the operator inputs in-formation on the operation of the blender into the work process system. When the blend is complete, the operatorreviews the documentation on the blend to ensure thatthe information is complete and correct and then releas-es the blend documentation. At that point, the opera-tions supervisor is notified of new information and giventhe task of reviewing it. If the supervisor finds any irreg-ularities in the information, it can be returned to the op-erator for resolution. Once the supervisor approves thedocumentation, it is archived. The information in the

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archive is easily available, from anywhere in the plant,for future analysis if needed. For example, the data canbe very useful for stock balancing in the financial orga-nization. The plant can be confident that all of the re-quired information and data are there and in good orderwhen the EPA comes to audit.

It is useful to go into a few technical details of whatgoes on within the system. The system associates severalrole definitions with user IDs. Roles are configured todescribe what abilities users have. When a process is ini-tiated, the system uses this role-based information to as-sign work to the users. For example, when a blend is ini-tiated, several processes are spawned: a template of doc-

uments is created and stored in the database, and the userwho is associated with the role blend operator is as-signed the task of completing that documentation. When

the user begins working on the task, the task is ac-quired by that user, and when the task is marked com-plete, it is released back to the system, triggering thenext set of events in the business process. In the next setof events, another role is used, the analyst, which is as-sociated with a list of users who are able to review theblend documentation.

This system was developed based on the kinds of methodologies that the WfMC advocates, and integratesthe communication tools of the Internet and its associat-ed technologies. These technologies enable worldwide,coordinated communication. These same technologiescan be used within the infrastructure of a corporate envi-

ronment, providing access to information for a company,its affiliates, employees, shareholders and investors. Or-ganizational objectives can be aligned through thesetechnologies, giving the company an easy way to dis-seminate information to all of its stakeholders. Oncethese tools are built, additional workflows can be imple-mented at a low cost.

Conditional workflowsIn some cases, the process is dependent on data or in-

formation obtained in earlier steps in the workflow.Some workflow systems can deal with these more chal-lenging and complex processes. These systems are said

to manage the process dynamically, and are called condi-tional workflows. Examples include: checking the supply of a process chemical and then

placing an order for more or not, depending on the cur-rent supply (Figure 3)

comparing internal and supplier measurements of natural gas use, and then checking the calibration of theinternal meter depending on the comparison

changing follow-up and reporting on an environ-mental incident depending upon determination of severi-ty from data and information on the incident

Automation software to handle conditional work-flows requires a set of complex rules to describe the be-

haviors that allow it to evaluate where to route a pro-cess next, or to figure out to whom it should assign thenext task. The system does this by manipulating processdata, such as the order in which work should be per-formed and data regarding which employees can per-form the tasks as they become ready to be performed.Several different employees could handle the tasks inworkflow above, and the workflow engine would usecapabilities associated with each user ID to assign eachtask to appropriate personnel. For example, the work-flow system would assign the first manual task in theworkflow to the employee currently on shift.

These dynamic processes are much more powerful

CEP September 2001 www.cepmagazine.org 75

Transfer BlendData from Process

Control System

Initiate BlendDocumentation

Manually EnterAdditional Blend

Information

Review andValidate

Information

Forward toSupervisor

SupervisorReview

Complete and Accurate?

Incomplete orInaccurate?

ArchiveDocumentation

s Figure 2. Sample workow for initiating a gasoline blend in a blending-documentation application.


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than static processes. By automating the flow of tasksfrom employee to employee with a workflow process-ing system, plants can streamline work processes anddecrease supervisory involvement and downtime. Sys-tems that track the status of a project or process are of additional benefit because they eliminate time spentgenerating status reports.

Benefits of a workflow systemThe benets of modeling and automating workow are: clear role or responsibility assignment

greater efficiency of the work process and decreasedcoordination time faster processes with increased parallelism, de-

creased transfer time between activities, and quicker re-action time

rapid identification of problems, which eliminatesoverdue work items, provides feedback to enable contin-uous process improvement, and reduces downtime

fewer errors reduction in regulatory liability by creating a sim-

plified and consolidated approach better documentation and improved accessibility of

data and information

fewer emergencies as a result of adding preventativeelements to work process.The bottom line a workflow system can improve

business management and offer access to in-depthknowledge of processes.

ConclusionProductivity increases have mainly been fueled by IT.

The next major area of improvement will be automationof workflows inside the enterprise. Automation of work-flows will be especially beneficial in the process indus-tries due to the complexity of the operation.

The key benefit of workflow modeling and automa-

tion is that it allows consistent implementation of a com-panys best practices. This means that the knowledge of how to best utilize corporate assets and the best methodsfor completing tasks will be embedded in the workflowprocesses of the company. Another important aspect of this view is that after the basic framework is set up, addi-tional work processes can be implemented quickly and atlow cost, whereas previously the development of pointsolutions based on conventional database technologiesmade each new process an entirely new event.

Automation of workflows will concurrently allowcompanies to meet increasingly stringent and rigoroussafety and environmental procedures and practices. To

remain competitive, companies and plants must starttheir journey on the learning curve of work process opti-mization and automation. CEP

Management


CHARLES GILLARD is chief strategy officer for Verticore Technologies, Inc.(2825 Cottonwood Parkway, Suite 180, Salt Lake City, UT 84121; Phone:(801) 453-9111; Fax: (801) 453-9191; Website: www.verticore.com). Gillardjoined Verticore after a successful 35-yr career with Shell Oil at Deer Park,TX, where he held positions including vice president, continuousproductivity improvement and chief information officer. Gillard brings toVerticore an in-depth understanding of process manufacturing and how tocreate efficiency and operational excellence to that environment.

Retrieve ProcessChemical

ConsumptionData

Gauge ProcessChemical Tank

Calculate Volumeof ProcessChemicals

Calculate SupplyRemaining (in

Number of Days)

Compare CurrentSupply with Order

Quantity

IsRemaining

Supply (in Days) Greaterthan Order Time

(5 days)

Order Chemical

Yes

End

No

s Figure 3. A sample demonstration of the steps in a dynamic workow.

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