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9/24/2016 Combat Specialty Drug Cost Trends with Utilization Management
https://www.arlingtonhealthcaregroup.com/blog/combatspecialtydrugcosttrendswithutilizationmanagement 1/5
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Combat Specialty Drug Cost Trends with
Utilization Management
Posted by Scott Pickens on September 21, 2015
Increased availability of high priced specialty drugs is increasing payer costs at anunsustainable rate. Employers and plan sponsors are challenged to maintaina ordable programs while covering the cost of these expensive prescriptions.Utilization management is a foundational cost management strategy.
Specialty drugs are typically newly available to treat less common or very complexdiseases. As a result, many physicians are not up to speed on appropriate e ectiveusage. It has been reported that it’s not uncommon in cancer treatment, forexample, for a third of oncology drug regimens to be at variance to evolvingguidelines.
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9/24/2016 Combat Specialty Drug Cost Trends with Utilization Management
https://www.arlingtonhealthcaregroup.com/blog/combatspecialtydrugcosttrendswithutilizationmanagement 2/5
Closely monitoring the appropriate use - medical necessity and e ectiveness - iskey. Here are 4 steps to help ensure e ective specialty drug utilization:
1. Prior Authorization - Requiring prior authorization for specialty drugprescriptions can be a very e ective tool to support medically appropriateusage.
2. Step Therapy - Step therapy means trying less expensive drugs rst – and itensures that if some less expensive solution can work, it is given a chance to doso.
3. Dosage Management – When using dosage management, the number ofdoses is limited until it is determined whether the patient is responsive to thetherapy. Paid-for but ine ective drugs are extremely wasteful at these pricesand potentially dangerous.
4. Care Coordination – This is a key utilization management best practice,particularly for patients with chronic illnesses. Managing the integration ofbene ts and clinical care, including appropriate coordination of prescriptiondrugs as part of overall treatment, can maximize patient compliance andreduce costs.
Utilization management is just one cost management strategy employers andpayers are leveraging to combat specialty drug cost trends. Download the freeebook below to learn more.
9/24/2016 Cost Cutting with Process Automation
http://www.dragonspears.com/blog/costcuttingwithprocessautomation 1/5
Cost Cutting with Process Automation Craig Kaneshiro Oct 6, 2015 11:44:48 AM
Cost cutting with process automation is a common topic, ut it can e di㷗cult to identif
whether or not a speci侀c process will ene侀t from automation. The concepts discussed
in this article can e applied to an organization to help ou determine where our
process automation needs are.
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9/24/2016 Cost Cutting with Process Automation
http://www.dragonspears.com/blog/costcuttingwithprocessautomation 2/5
Wh is process automation so critical when cost cutting at our
organization? There are several reasons, and we have outlined 3
ver important ones elow:
1. Reduces repetitive tasks – Do ou have a large numer of repetitive tasks? For
instance, are ou ever 侀nding ourself taking a paper form and manuall entering
the data into a computer? This repetitive task can easil e automated replacing
the paper version with an electronic form, thus freeing up time for more revenue
generating tasks.
2. Virtuall eliminates time spent correcting human error - In the example aove,
imagine if these paper forms are emploee timesheets. If the data is entered
incorrectl, emploees will not e paid the proper amount and additional time will
e spent on several activities, including: updating incorrectl entered data,
correcting a䚀ected utilization reports, revising accounting records, and appeasing
unhapp emploees.
3. Removes delas due to over-extended users - Now imagine the emploee that
processes these timesheets is on vacation, ecomes ill, or even leaves the
compan. How would this a䚀ect timesheet processing? This would certainl cause a
dela in pament processing and emploees would need to wait longer than
expected for their pament. Thus, resulting in more time spent on human resources
and accounting activit in the long run.
A simple self-assessment is a great 준rst step towards
understanding how process automation ma ene준t our
compan:
1. Understand our processes – This is the 侀rst step to determining whether or not
this process will ene侀t from automation.
2. Communicate with the people “in the trenches” – This will uncover areas for
improvement ou ma not have seen otherwise since it involves the emploees
performing these da-to-da tasks.
9/24/2016 Cost Cutting with Process Automation
http://www.dragonspears.com/blog/costcuttingwithprocessautomation 3/5
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3. valuate the information ou’ve collected – Check for an signs that this process
ma ene侀t from automation.
4. Act! - Talk to a solution provider that will help ou to understand how ou can
leverage technolog to automate our processes and save ou mone.
olution providers like Dragonpears can utilize their expertise to assist with our
evaluation and implementation. Contact us elow to start saving mone with process
automation!
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9/24/2016 John Tierney and Adam Minter's Scrap about Recycling
http://www.containeressentials.com/blog/johntierneyandadammintersscrapaboutrecycling 1/5
Commercial Containers Made Easy
JOHN TIERNEY AND ADAM MINTER'S SCRAPABOUT RECYCLING
Maybe yousaw thearticle calledThe Reign ofRecycling byJohn Tierneyin lastSunday’sNew YorkTimes. It’skind of afollow up tohis 1996piece,Recycling isGarbage. While the focus is on the consumer rather thanindustrial recycling, it’s an interesting and timely piececonsidering the upheaval in the recycling business today.
John Tierney argues that the disadvantages ofrecycling may far outweigh the benefits, especiallywhen the public is uninformed on which recycling effortsthey should really focus on and the most efficient way tocarry out those efforts.
In his 1996 article, he first began this argument with,“Rinsing out tuna cans and tying up newspapers may makeyou feel virtuous, but recycling could be America's most
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9/24/2016 John Tierney and Adam Minter's Scrap about Recycling
http://www.containeressentials.com/blog/johntierneyandadammintersscrapaboutrecycling 2/5
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wasteful activity.” His current article, The Reign ofRecycling by John Tierney, is a followup to that sentimentwith updated statistics and trends to support his views.
In response to Tierney’s article, Adam Minter posted arejoinder on his blog, Shanghai Scrap, Here’s what JohnTierney left out of his antirecycling screed. He quicklydiscounts some of Tierney’s key arguments andpromises more to follow. Adam has a keen eye on therecycling industry, and is one of my favorite writers. Weshare a home town, so there’s a bit of kindred spirit atwork, but he grew up in the scrap recycling business, hastraveled the world to report on it, and is the author of thebook, Junkyard Planet.
Give them a read, and let me know what you think bycommenting below.
Oct 07, 2015 | Posted by Steve Phelps
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Joe Otte10/8/2015, 11:14:26 AM
Debunking at it's finest. Miss seeing you around,Adam. Hope you're well.
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9/24/2016 How the Million Dollar Round Table Increased Enrollments by 70%
http://www.dragonspears.com/blog/casestudyhowmdrtachievedrecordenrollmentswithdragonspears 1/5
How the Million Dollar Round Tale Increased
nrollments 70% Patrick mmons Oct 8, 2015 9:18:08 AM
Million Dollar Round Tale (MDRT), a premier association of 칤㶀nancial professionals with
more than 38,000 of the world’s leading life insurance and 칤㶀nancial service specialists,
was struggling to reach their full growth potential efore working with Dragonpears.
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9/24/2016 How the Million Dollar Round Table Increased Enrollments by 70%
http://www.dragonspears.com/blog/casestudyhowmdrtachievedrecordenrollmentswithdragonspears 2/5
Find out how Dragonpears helped streamline and automate
MDRT’s largel manual memer recruiting and event
management processes to achieve record enrollments.
The were concerned, however, that an online experience
could not replicate their o컠だine processes e췖縀ectivel, nor would
it deliver the desired handholding the elieved their memers
required. Their solution also needed to improve their usiness
processes without moving o췖縀 their A/400. Lastl, the had partnered with two prior
칤㶀rms and had spent a signi칤㶀cant amount of mone with ver little to show for their
investment.
During discover, Dragonpears worked closel with MDRT’s internal teams and
usiness units to determine the application and registration rules and exceptions,
then mapped out processes for memer acquisition and communication – unifing
these processes into an e봈cient, user-friendl work봈ow.
The phase one solution was an interactive, responsive wesite providing intuitive
support for applicants for a highl complex enrollment and registration process.
The phase one solution delivered:
Record enrollment and event registration
igni칤㶀cant time-savings for MDRT’s recruiting and memership teams
9/24/2016 How the Million Dollar Round Table Increased Enrollments by 70%
http://www.dragonspears.com/blog/casestudyhowmdrtachievedrecordenrollmentswithdragonspears 3/5
Phase two included improvements to the enrollment process, which:
– Jim Unander, IT Director
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Less frustration for potential and existing MDRT memers, since the interact 24/7
with a more roust, comprehensive solution
Increased insights from automated reporting and scorecarding
uilt the necessar tools to push & pull data from A/400 – automating the
enrollment and registration process
Increased adoption rates a further 70%
liminated 16,000 paper enrollments, which in prior ears would have had to e
handled and keed the sta췖縀, and
Delivered a second ear of record enrollments
We hoped the new solution would deliver a 10% memer adoption rate in
the 䎴rst ear. We launched the solution just efore our annual Memership
season and were thrilled with an adoption rate at 28% for the 䎴rst ear.
9/24/2016 Technology Leaders Discuss Roles & Expectations in the IT Department
http://www.dragonspears.com/blog/technologyleadersdiscussrolesexpectationsintheitdepartment 1/5
Technolog Leaders Discuss Roles & xpectations
in the IT Department Patrick mmons Oct 13, 2015 9:50:37 AM
On eptemer 30, 2015, a group of CIOs and technolog experts gathered as part of the
TC Chicago “Agile Development & usiness Process Management” Roundtale Group
to discuss some of the roles and expectations of IT toda.
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9/24/2016 Technology Leaders Discuss Roles & Expectations in the IT Department
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This event was hosted Patrick mmons, President of Dragonpears, and moderated
Oliver Gorman, Principal of Digital Innovation at Underwriter Laoratories. The
technolog leaders met to discuss issues around the topic of Innovation, Agilit &
trateg.
The main questions addressed during this discussion were:
What is the role of the IT Department…and what should it e?
According to the participants, the role of the IT department is expanding rapidl though
perception has not caught up to realit. Organizational leaders need to get ahead of this
change or IT will e relegated to an (even more) underfunded, reactive role. adl,
participants posed that IT is often suject to the “85% rule,” meaning that 85% of the IT
udget is spent on support, rather than on innovation or strateg.
While IT wants a ‘seat at the tale,’ its role has not historicall een seen as that of
innovator or usiness strategist. One participant said,
“o man industries think that the IT leader is just there to make sure the network is
running smoothl, u software, and support it.”
According to the group, a growing trend is of IT ecoming more like consulting
organizations and “…involving people with non-traditional IT ackgrounds and putting
them in roles where the understand more aout what the usiness is all aout.”
Consequentl, one participant posed a ver insightful question: “Do ou want to spend
mone to train developers on usiness processes?” The realistic conclusion is that IT can
no longer e isolated from the overall usiness ojectives.
How can IT leaders move from support to an innovation role?
Can IT reall function as one or the other, or must the role e more all-encompassing?
The ke issue was summed up one usiness CIO: “Innovation means nothing if ou
What is the role of the IT Department…and what should it e?
How can IT leaders move from support to an innovation role?
What needs must e met in order for Agile to e successful?
9/24/2016 Technology Leaders Discuss Roles & Expectations in the IT Department
http://www.dragonspears.com/blog/technologyleadersdiscussrolesexpectationsintheitdepartment 3/5
do not have the asics covered.” And there ou have it; IT must wear oth hats. ut can
the do this, and if so, how?
There was agreement the group that identifing the 85% (of udget spent on IT
support), dividing this etween core and non-core needs, and peeling o䏼 udget and
time to drive innovation was the wa to at least structure the prolem, and egin to
identif and move toward a etter state. The concept of i-Modal IT, as de䏼ned
Gartner, “is the practice of managing two separate, coherent modes of IT deliver - one
focused on stailit and the other on agilit.” The group predicted that this was the
direction IT would e headed in order to accomplish oth functions.
What needs must e met in order for Agile to e successful?
ome of the roundtale memers focused on issues including the lack of leadership
collaoration toward a solution or their inailit to realize it is a usiness prolem, not
solel a technolog prolem. A few others focused on how to help shorten the
development timeline, mentioning steps such as: “Get rid of the ‘us’ and ‘them’ mentalit”
and “create multi-functional teams comining the usiness and technolog initiative
under one udget and one leader.”
The role of IT is multi-faceted and, as the group discussed, their struggle involves:
+ The notes from this workshop are availale upon request contacting Patrick
mmons at Dragonpears.
+ The next TC Chicago “Agile Development & usiness Process Management”
Roundtale Group will e hosted at 120 . Riverside Plaza uite 1450 Chicago IL 60606
on Decemer 9, 2015. To register, click here.
Newsletter uscription
comating antiquated perceptions aout what their role entails
otaining the time and udget to in켇uence strateg and innovation
ensuring that stailit is maintained while spending time on innovation
9/24/2016 4 Ways Document Management Systems Improve the Auditing Process
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Your Document Management Knowledge Center
4 Ways Document Management Systems Improve theAuditing Process
Posted by Dave Wiggins on Oct 14, 2015 5:15:54 PM
At this year’s InsideNGO conference, Deby MacLeod, Audit and Assurance Principal atClark Nuber PS recently shared her perspective on how a document management systemcan simplify the audit process for both parties. She discussed 4 key areas of audit focusalong with controls you can put in place that will help you pass with flying colors.
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9/24/2016 4 Ways Document Management Systems Improve the Auditing Process
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Auditors are looking for inconsistencies, inefficiencies, errors, and incidents of unethicalconduct in your company. A minor mistake can cost you hundreds of thousands of dollars.A major one can shut you down.
Here are the four main compliance categories where MacLeod says you need to beperfect:
1. Access and Authentication
Primary Concern:
Proper approval and authorization of contracts, agreements, payment reports, and othersimilar documents.
What should you do about it?
Appropriate logins and passwords to restrict accessImplement timed lockoutsInclude lockouts for failed login attemptsLock documents for editing after approvalRetain the “envelope” for electronically signed documentsDon’t put faith in email – email approval is WEAK audit evidence
2. Document Management
9/24/2016 4 Ways Document Management Systems Improve the Auditing Process
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Primary Concern:
Availability and access to complete and accurate records.
What should you do about it?
Make sure documents are searchable and retrievableSet up a consistent document retention period, so documents are available uponrequest during an auditStay up to date on Federal compliance regulationsEstablish a solid form of version control
3. Security and Integrity of Documents
Primary Concern:
Protection of your documents from intentional or accidental modification or deletion, whileknowing that you can access them when you need to.
What should you do about it?
Reliable active directory management that includes mobile devicesLimit access through use of logins and passwordsLimit “super user” or admin rightsMake sure to include version controlPerform regular and timely backupsPerform periodic restore or other tests to ensure document integrity
4. Retention and Destruction
Primary Concern:
Compliance with Federal regulations and organizational policies to ensure documents arereadily available when necessary and destroyed in a timely manner.
What should you do about it?
Have a disaster recovery plan in placeMake sure your record retention policy addresses electronic documents and dataEstablish a process to monitor compliance with your policy
9/24/2016 4 Ways Document Management Systems Improve the Auditing Process
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Destroy records/documents in an orderly and timely manner, and in accordance withyour policy
Make Sure You Are in Control of Your Files – Not the Other Way Around
Adequate audit evidence revolves around having consistent control over the conversionand maintenance of original documents, and auditors need this to move forward on theitems listed above. The auditors will test these internal controls. Make sure they’re tight.
Want to learn more about why going paperless is akey strategy for increasing operational efficiency andreducing risk? Download the full InsideNGOpresentation now.
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Using Excel to Manage your Contracts…What Could Go Wrong?Top 8 Takeaways from the 2016 InsideNGO Annual Conference3 Reasons Why Document Storage Isn’t EnoughWorkflow Automation Got You Down? We Have 3 Tips for You
9/24/2016 How TankLink Built Custom Apps to Provide RealTime Data
http://www.dragonspears.com/blog/howtanklinkbuiltcustomappstoproviderealtimedata 1/5
How TankLink uilt Custom Apps to Provide Real-
Time Data Patrick mmons Oct 14, 2015 11:00:00 AM
TankLink, a division of Telular, provides 24/7 remote storage tank monitoring for uid
resources, including commodit chemicals, diesel exhaust uid, fuels and lues, water
treatment and propane. The provide a variet of market specic tank monitoring
log
9/24/2016 How TankLink Built Custom Apps to Provide RealTime Data
http://www.dragonspears.com/blog/howtanklinkbuiltcustomappstoproviderealtimedata 2/5
sstems and tank telemetr products,and were struggling with
an inailit for customers to readil access critical real-time
data. Find out how Dragonpears helped TankLink to provide
real-time data to their customers.
TankLink wanted to provide a sole-source solution for remote,
wireless tank monitoring. While the had specialized hardware
to support a variet of industries, including; commodit
chemicals, diesel exhaust uid, fuels, propane, and water – just aout anthing that could
e stored in a tank – the lacked an intuitive we application to allow users to access
their tank data.
TankLink sensor hardware uses cellular networks to transmit tank data to an online
dataase. Dragonpears uilt a custom we application, called TankData Online, that
interfaces with the TankLink dataase to allow users to access and utilize this data on-
demand for their entire network of tanks. Now customers had access to metrics, sstem
data, and issues reporting right at their ngertips.
9/24/2016 How TankLink Built Custom Apps to Provide RealTime Data
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To maximize the end-user value of TankLink’s investment in their Internet of Things
solution, the Dragonpears we application provided:
Dragonpears also designed a moile version of TankData Online to provide users with
access to the on-the-go app, especiall useful for servicing tanks.
Now, TankLink has we and moile custom apps providing real-time performance
analtics and metrics for remote storage tanks.
– cott Hutchinson, Director of ngineering
Download the PDF Version of this Case tud.
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Intuitive interface allowing inventor managers to easil access and track essential
metrics, such as:
Tank level
Temperature
Usage histor
Precise tank location
as-to-read graphs and maps for quick reference
User-conguration of alerts for proactive management of potential shortages and
storage environment issues
This not onl provides critical internal scalailit, it allows us to etter
satisf our current customers and more readil attract new ones. I dout
anone else could have helped us develop such a powerful and ecient
solution.
9/24/2016 How Gift of Hope Saves More Lives with Procurement Automation
http://www.dragonspears.com/blog/casestudygiftofhope 1/5
How Gift of Hope aves More Lives with
Procurement Automation Patrick mmons Oct 15, 2015 8:00:00 AM
Gift of Hope Organ & Tissue Donor Network is a not-
for-pro䏹耀t organ procurement organization that
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9/24/2016 How Gift of Hope Saves More Lives with Procurement Automation
http://www.dragonspears.com/blog/casestudygiftofhope 2/5
coordinates organ and tissue donation and provides pulic education on donation in
Illinois and northwest Indiana.
Find out how Dragonpears automated Gift of Hope’s sstems to help them save even
more lives, and which ostacles the had to face and overcome to implement these life-
saving new processes.
As one of the largest organ procurement organizations in the United tates, Gift of Hope
full understood that etter connecting the donation coordinators with the hospitals of
oth the organ donors and recipients – and automating the procurement and needed
medical supplies collection process – would literall save thousands more lives.
The issues were the sheer amount of con䎴dential data, the strict timelines, and an
unwillingness to sacri䎴ce an service disruption during the development or launch
phase. However, the “pen and paper” model could no longer keep up with the need or
increasing compliance needs.
Dragonpears mapped out the workⴇows, then collaorated with the man user
ases to uncover technolog handshakes that would speed data collection and
decrease human error rates. Then we designed wizards and uilt-in calculations to
further streamline the procurement process.
The resulting app, which can e accessed on talets the network’s more than one
hundred on-site coordinators as well as on laptops and desktops ack at the Gift of
Hope oⴇce, can full operate in oⴇine mode–important in man medical settings where
consistent Wi-Fi is often not availale.
Intuitive dashoards and snapshots make it more eⴇcient for Coordinators to work with
hospitals and to recover tissues.
9/24/2016 How Gift of Hope Saves More Lives with Procurement Automation
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– Anna Gonzalez, VP of Process Improvement & Information stems
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The solution was ale to do twice the amount of work in half the time as
one developed a similar organization. Also, when we rought the
solution in-house our developers said it was the est code the’ve ever
received from an outside organization.
9/24/2016 Document Storage vs. Document Management
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Document Storage vs. Document Management
Posted by Jana Wiggins on Oct 20, 2015 9:00:00 AM
There is often confusion between document storage solutions and documentmanagement applications. How do you know which one is better for you?
In the broadest sense, online document storage can be described as a solution forcompanies looking for an easy way to share and access their files electronically fromanywhere, at any time.
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9/24/2016 Document Storage vs. Document Management
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While this is important, some organizations are also looking for a way to automateworkflows or business processes. True document management applications offersolutions for both.
Document Storage Solutions Only Allow You To:
Enter documents into an electronic applicationFile and search at a basic level (i.e. folder name, date, document name, documenttype)Access documents on the internet with a username and passwordProtect your documentsBackup documents in a data storage facility
Document Management Applications Allow You To:
Quickly search documents using Text Search (similar to using Google)Follow the flow of documents from user to userCustomize the automation of document approvalsCreate an audit trail and retention schedule of documents for records managementcomplianceControl versioning when collaborating on documentsSchedule alerts to remind users when a document or contractAutomatically archive emails
When researching the best solution, it's also important to consider flexibility.
DocuVantage OnDemand® has worked with customers to create solutions that arescalable for each individual business’s needs. This allows you to purchase the solutionyou need right now and easily upgrade when your needs change later. More advancedfeatures can also be used to reduce costs in timeconsuming tasks, such as electronicsignatures for contract management.
9/24/2016 3 Common Process Management Problems (and How to Overcome Them)
http://www.dragonspears.com/blog/3commonprocessmanagementproblemsandhowtoovercomethem 1/6
3 Common Process Management Prolems (and
How to Overcome Them) Patrick mmons Oct 27, 2015 4:56:00 PM
Process improvement is a strategic planning methodolog aimed at identifing
operations or procedures that can e improved upon to encourage smoother
procedures, more ecient workow, and overall usiness growth. It’s critical to the
continued success and growth of an organization. In this article, ou’ll learn aout 3
common process management prolems and the est was to overcome them – efore
the overcome ou.
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9/24/2016 3 Common Process Management Problems (and How to Overcome Them)
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Implementing est practices in process management contriutes to sound usiness
nancials and provides visiilit into how well an organization is succeeding in meeting
its goals. While there are man tangile enets to successfull implementing process
management at our compan, there are also several reasons usinesses sometimes fail
at these eorts.
Here are 3 of the most common process management issues holding man
companies ack from their full potential.
1. Lack of governance
Lack of governance, or process control, is where process management failures egin.
With poor governance, a process has no chance of succeeding.
The main process management issues often arise if ou do not take the time to properl
map out a process and choose the correct person to manage it after it is formed. This
person should have the ailit to change the process when it is required and have a
decision-making role within the compan.
To overcome this prolem, ou should:
Form a process using process mapping
9/24/2016 3 Common Process Management Problems (and How to Overcome Them)
http://www.dragonspears.com/blog/3commonprocessmanagementproblemsandhowtoovercomethem 3/6
2. Inailit to access knowledge
According to Gartner, knowledge management is a discipline that promotes an
integrated approach to identifing, capturing, evaluating, retrieving, and sharing all of an
enterprise's information assets. These assets ma include dataases, documents,
policies, procedures, and previousl un-captured expertise and experience in individual
workers.
uccessful knowledge management is reached when an organization sstematicall
makes use of their knowledge, and applies it to their usiness prolem. The main issues
in this area often arise when ou don’t take the time to create a knowledge management
framework.
To overcome this prolem, ou should:
3. Limited workforce engagement
ngaged emploees feel that the work the do contriutes meaningfull to the compan
and their eorts have a direct impact on its success. The strive for innovation,
perfection, and ecienc, which leads to more happ customers and reduced expenses.
Limited workforce engagement rings process development to a halt. No one is going
the extra mile to tr to continuall make the jo easier and more ecient.
According to Insights from Analtics, to prevent limited workforce engagement from
holding our compan ack, ou should implement the steps elow.
To overcome this prolem, ou should:
Choose the correct person to manage the process
Incentivize emploees to share knowledge
Create process for sharing knowledge
Invest in technolog that allows emploees to easil share knowledge
Make sure ou go ack to step 1, and have appropriate process governance for
knowledge sharing
9/24/2016 3 Common Process Management Problems (and How to Overcome Them)
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Implementing solutions to these common process management issues takes
considerale eort. Join us for the upcoming Process Improvement at the peed of
usiness weinar to get more information that can help ou take the necessar steps to
ensure the continued growth and success of our organization.
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Inform - provide emploees with the information the need to understand what is
expected of them.
Inspire - connect emploees to the compan's vision and mission.
Interact - support emploees with training, coaching and feedack.
Involve - take action with emploees to improve processes and solve prolems.
Incent - deplo appropriate sstems to measure, reward and reinforce desired
ehaviors.
9/24/2016 3 Surprising Stats from the 2015 Paper & Plastic Recycling Conference
http://www.containeressentials.com/blog/3surprisingstatsfromthe2015paperplasticrecyclingconference 1/5
Commercial Containers Made Easy
3 SURPRISING STATS FROM THE 2015 PAPER& PLASTIC RECYCLING CONFERENCE
We had a great time atthe 2015 Paper &Plastic RecyclingConference. Our thanksto sponsors RecyclingToday and the PSIChapter of ISRI forhosting this engagingand enlightening event.There was a wealth ofgreat information sharedduring this conference,but there were 3surprising stats thatstood out from the rest.Read this article to discover what they are and why theystood out to me.
1. Plastic is the new steel
Approximately 70% of the USA’s steel is manufacturedusing scrap steel, but only 14% of our plastic ismanufactured with scrap plastic. Expectations are that wewill meet our increasing demand for manufactured plasticproducts by dramatically increasing our use of recycledplastic. These statistics prove that plastic is here to stay.
2. Plastic in the world’s oceans
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Dr. Mike Biddle, CEO of Material Solutions, founder ofMBA Polymers, and one of the world’s experts on plasticrecycling said a significant percentage of the plastic in theoceans comes from the “horizontal smokestack”, streetgutters, and storm sewers. I live in downtown Chicago, andevery morning, many sidewalks are power washed andanything that’s on the sidewalk winds up working its way tothe sea. It’s something I hadn’t thought about before. Clickhere for Mike Biddle’s TED talk. Check it out, it is prettyinteresting!
3. Just 5 countries account for 60% of the plastic inthe world’s oceans
The 5 countries that contribute 60% of the world’s 8 milliontons of plastic dumped into the ocean every year are:China, Indonesia, the Philippines, Thailand, and Vietnam.There are many elements that contribute to this pollution,including rapid economic growth that leads to reducedpoverty and an increased quality of life. This means thatmore plastic is purchased and utilized by the consumer.For more on this trend, check out the EcoWatch article.
To learn more about what was discussed at this year’sPaper & Plastic Recycling Conference, you can view thepresentations on the conference website.
Thanks to everyone who took the time to visit our booth,we’ll see you all next year in Chicago!
Oct 27, 2015 | Posted by Steve Phelps
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9/24/2016 Undeniable Proof That You Need a Document Disaster Recovery Plan
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Undeniable Proof That You Need a Document DisasterRecovery Plan
Posted by Jana Wiggins on Oct 29, 2015 9:00:00 AM
Backing up files and records is crucial to any disaster recovery plan, and there are manytypes of disasters that you need to plan for. At any time all of your documents could bewiped out by a natural disaster, fire, theft, or computer malfunction. Not only would youhave to worry about recreating all of your files, but there is also the issue of yourinformation ending up in the wrong hands.
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According to the Strategic Research Corporation, the statistics for document loss are asfollows:
• 3% are due to natural disasters
• 7% are due to viruses and security breaches
• 14% are due to software error
• 32% are due to human error
• And the leading cause: Common hardware or system malfunction at 44%
Let the statistics show, your files are never secure until the proper precautions are taken.
Document Storage Options
1. File Cabinet
In the past, simply storing copies of your important paper documents in a file cabinet wasthe only option for business continuity. Back then, it's also likely that the requirements forcompliance were not as stringent. However, with the advancements of technology, andthe everincreasing rules and regulations for compliance, paper copies are not a safe formof continuity.
2. External Storage Devices
Another option is the method of transferring computer files to CDROM discs, externalhard drives and portable flash drives. These methods can be very risky as you couldeasily lose the external storage device that you have backed up all of your files on. This isa common occurrence! If you're feeling confident because your information is backed upon the company’s onpremise server, what do you do if the tapes are lost, damaged or theserver itself malfunctions? One of the biggest concerns most organizations need to worryabout is whether or not their staff is really checking the backups to ensure the data isthere and that you did not have a hardware/software failure or information was corrupted.
3. Online Document Management
Online document management systems are the most costeffective, reliable and securealternative to the traditional methods of file backup. With these systems, all documentsare stored within an encrypted, internetbased application, with access to limitless
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document storage space, as well as universal access anywhere using your internetconnection. The best applications actually reduce the need for disaster recovery plansbecause your information is always protected and backed up to additional locations. Onceyour files are electronically captured, uploaded and stored in the application, they aresaved within a secure data facility keeping your most important documents out of harmsway.
Any organization that generates and retains records will benefit from an online documentmanagement system, removing the expense of storing documents and providingdocument protection without the headache of worrying about your backups. Regulatedbusinesses, including government agencies, credit unions and banks, and nonprofitorganizations are already investing in this technology to meet compliance requirements.Every business has different needs when it comes to a document management solution,so when researching the best solution, it's also important to consider flexibility.
DocuVantage OnDemand® has worked with customers to create solutions that arescalable for each individual business’s needs. This allows you to purchase the solutionyou need right now and easily upgrade when your needs change later. More advancedfeatures can also be used to reduce costs in timeconsuming tasks, such as electronicsignatures for contract management and automated invoice processing for accountspayable.
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9/24/2016 What is International Medical Tourism?
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What is International Medical Tourism?
Posted by Scott Pickens on October 29, 2015
Medical tourism is actually a relatively minor subset of medical travel – wherepatients travel out of their local market for medical care in search of somecombination of lower price, higher quality, faster access, and access to locallyunavailable treatments or clinical technology. Medical tourism/travel can be eitherinternational between countries or domestic within a country. According to NewsMedical Life Sciences & Medicine, medical tourism represents a worldwide,multibillion-dollar phenomenon that is expected to grow considerably in the nextdecade.
International medical tourism is the process of traveling outside of one’s homecountry to receive medical care. The Centers for Disease Control and Preventionestimate that up to 750,000 US residents travel abroad for care each year, but the
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United States remains a large competitor in this market as it is 1 of the top 3destinations worldwide for medical travel
The top destinations for medical tourism are: Costa Rica, India, Israel, Malaysia,Mexico, Singapore, South Korea, Taiwan, Thailand, Turkey, and the United States.Patients that travel to the United States from less-developed countries are often inpursuit of treatments or technologies not available in their homeland, while peopletraveling outside of the United States are likely attracted by the low cost oftreatments in less developed nations.
International medical tourists travel for medical procedures outside of their homemarkets for three major reasons:
1. High cost of healthcare at country of origin
The high cost of healthcare is the major reason why many patients travel outside ofthe United States for treatment. According to the most recent report from theOrganization for Economic Co-operation and Development (OECD) — aninternational economic group comprised of 34 member nations — the cost ofhealthcare in the United States is two-and-a-half times more than most developednations in the world, including relatively rich European countries like France,Sweden and the United Kingdom. Reasons for this include:
A hospital stay in the United States costs over $18,000 on average, with thesecond most expensive country being about $6,000 per stay.
Many other countries use strong regulation to set prices that hospitals cancharge for di erent services.
Spending on almost every area of health care (including administrative costs) ishigher in the United States than in other countries – to a great extent due to USproviders bearing the cost of innovation as well as signi cantly highercompensation for physicians and other clinicians.
Other reasons for medical tourism outside of the US include access to treatment notyet available in the United States, as well as a desire for anonymity.
2. Long waiting lists for certain procedures
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In some countries red tape and/or limited capacity creates very long wait times forpatients to receive certain procedures. This is where medical tourism comes inhandy for those that can nd a similar procedure in another country.
An article published last year in the Calgary Herald explored the phenomena ofpatients waiting from several months to a year to receive critical operations inCanada, causing many to travel south to the United States to receive medical care.They blame this on Canadian policy-makers being unmoved by the chronicproblems within Canadian Medicare that are contributing to increasingly longlineups for treatment.
3. Lack of complex treatment options
The United States attracts hundreds of thousands of patients each year that areseeking procedures either not approved in their home country or not available dueto their complexity. Intricate neurosurgery, cardiac procedures, and even certaindrug therapies are just a few examples of care that is only available in the US.
Patients Beyond Borders had a similar sentiment in their recent article stating, “USfacilities and physicians are rarely able to beat the price at a JCI-accredited hospitalin India, Turkey or Thailand; however, American specialists often are called upon totreat cases considered di cult or untreatable elsewhere.”
Arlington Healthcare Group helps US based providers attract inbound internationalpatients or patients from other parts of the US. Find out more by scheduling acomplimentary consultation!
Schedule a Complimentary Executive Brie ng
Topics: Medical Travel, Providers
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9/24/2016 Commercial Trends from the Paper & Plastic Recycling Conference
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Commercial Containers Made Easy
COMMERCIAL TRENDS FROM THE PAPER &PLASTIC RECYCLING CONFERENCE
We had a great timeat the 2015 Paper &Plastic RecyclingConference. Duringthe Waste toRecycling toResourceManagementsession we learnedthe top 3 trends thatare shaking up thecommercial andindustrial recyclingindustry. Read this article to discover what the currenttrends in commercial plastic recycling are and exactly whatthey mean.
The commercial and industrial recycling industry’s maindrivers are: Regulation, revenue, and image.
1. Regulation
Why is it important?
Regulations continue to evolve. California forexample, will be requiring commercial food wastediversion. Customers generating 8 cubic yards ormore per week will be required to source separate
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food scraps beginning in April 2016. In 2017, therequirement will include businesses generating 4cubic yards per week.
Where is the opportunity?
Customers are not always fully uptodate onregulatory changes, and it gives recyclers anopportunity to provide additional consultative value.
2. Revenue
Why is it important?
The value of recyclable commodities and wastediversion are getting increased scrutiny ascompanies look to squeeze costs wherever possible,while decreased commodity values cause customersto bundle multiple sites or plants to get as muchpricing leverage as possible.
Where is the opportunity?
Companies are seeking new financial guaranteesfrom their recyclers, decision making is beingcentralized, and corporate procurement departmentsare often taking the lead, causing the historic value ofrecyclers’ relationships with longtime local orregional customers to diminish.
3. Image
Why is it important?
There’s never been a better time for a company toidentify itself as environmentally conscious as moreand more consumers are paying attention tocorporate social responsibility.
Where is the opportunity?
Companies want to deliver a consistent greenmessage across all business units and plants, bypositioning your brand as environmentally consciousyou are helping their image as well.
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To learn more about what was discussed at this year’sPaper & Plastic Recycling Conference, you can view thepresentations on the conference website.
Recyclers save money, time, and trouble withContainer Essentials (CE) because we work for you,not a manufacturer. Choose CE for independentrecycling experts, the widest selection of commercialrecycling and waste containers, and the expertise tohelp you accomplish your goals. Whether we stock,find, or create what you need, you get the rightsolution at the right price, and you can focus onrunning your business.
Nov 02, 2015 | Posted by Steve Phelps
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9/24/2016 How to Recognize the Need for Process Improvement
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How to Recognize the Need for Process
Improvement Patrick mmons Nov 5, 2015 8:00:00 AM
Do ou have a prolem with an of our processes that is secretl depleting our internal
resources and negativel impacting our ottom line? Processes are what drive the
results of our usiness goals and ensure that our organization stas competitive, so it's
critical to quickl identif when the ecome a prolem. Here are some questions ou
should ask ourself in order to reveal a need for process improvement:
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1. Do we have clear and measurale usiness goals?
You should know exactl where ou want our usiness to go and e ver speci蕑ꕱc so
ou can determine when ou have reached our goals. nsure our success, :
If ou do not have a wa for tracking our metrics, this is a clear sign that ou have a
process prolem.
2. Are our processes documented?
Can ou quickl identif each process that helps ou maintain our usiness and reach
our goals? If not, ou can do this now :
Identifing usiness goal(s)
De蕑ꕱning a realistic timeframe to accomplish these goals
Assigning metrics in order to increase transparenc and track progress
Reporting progress regularl
Outlining our current processes across all departments
Determining who is accountale for documenting each set of processes
etting and adhering to a deadline for completing process documentation
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If a process is not properl documented – it will not e properl followed.
3. Is everone aware of these processes and do the know
where to 整慬nd them?
Once our processes are documented, make sure that the are shared so that everone
can access them. This enales everone to properl follow a process.
If ou do not have someone in charge of monitoring and updating processes as needed
the will ecome quickl outdated.
Recognizing that our usiness process needs improvement is just the 蕑ꕱrst step, and
improving our process takes considerale e湷ort. Join us for the upcoming Process
Improvement at the peed of usiness weinar to get more information that can help
ou take the necessar steps to ensure the continued growth and success of our
organization.
Give new emploees immediate and complete access to reduce the time it will take
them to reach their full level of productivit
Assign a manager that has the ailit to properl identif when the process needs to
e restructured and the power to implement changes
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9/24/2016 What Can Online Document Management Do for Government Agencies?
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What Can Online Document Management Do forGovernment Agencies?
Posted by Jana Wiggins on Nov 5, 2015 8:00:00 AM
Affordable Housing Departments are charged with the difficult task of operating andoverseeing housing programs and initiatives through state and federal funding, andregulating that process from start to finish. Programs can include public housing projects,firsttime home buyer credits, singlefamily housing assistance, refinancing, and housingrehabilitation. This article outlines how online document and compliance management canbenefit all government agencies, specifically Affordable Housing Departments.
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To comply with funding received, Affordable Housing Departments (AHDs) must:
Closely manage the application process for providing grant funds.Approve and administer funding for those that qualify.Maintain accurate records for compliance with regulatory agency guidelines.Keep updated accounting records for all contractors and vendors.Report progress and program success.
This means hundreds of thousands of files, applications and reports to manage.
Online document and compliance management makes this process easier by allowingyou to:
Automate and regulate workflow processesManage document retrievalTrack records for regulatory compliance
Using online document management software increases the efficiency and effectivenessof Affordable Housing Departments, saving both time and money. And all it takes to getstarted in just four hours is a low monthly subscription fee and internet access.
Some of the specific capabilities of DocuVantage OnDemand® include, but are not limitedto:
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Rulesbased workflow automation for a customized approval process.Electronic records storage in a secure Tier IV data facility.Status notifications and updates on tasks and deadlines.Records management and archiving capabilities for compliance.Disaster recovery protection
Ask us about our GSA Schedule 70 Contract and how you can use it to purchaseour solution.
DocuVantage OnDemand® has worked with customers to create solutions that arescalable for each individual business’s needs. This allows you to purchase the solutionyou need right now and easily upgrade when your needs change later. More advancedfeatures can also be used to reduce costs in timeconsuming tasks, such as electronicsignatures for contract management and automated invoice processing for accountspayable.
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9/24/2016 Change Management: How to Overcome Negativity
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Change Management: How to Overcome Negativit Patrick mmons Nov 11, 2015 9:01:25 AM
We often hear that the most diᴈ㕉cult part of updating our process is change
management, and not knowing how to successfull manage change can prevent
companies from implementing a much needed process improvement that will ensure
that our organization stas competitive. nature, people hate change, so how do ou
get our emploees to u-in and emrace it? Here are some quick tips on how to
overcome negativit when implementing a change:
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1. Get employee buyin
Man times, emploees are resistant to change ecause the are frustrated that the
have not een involved in the process. Turn possile adversaries into advocates
including our emploees in the discussion. You can do this having:
2. Capitalize on employee knowledge
Make continuous improvement a part of our compan culture capitalizing on our
emploees’ intelligence and knowledge. You can do this having:
3. Educate employees
educating our emploees on how to use the new information sstem, ou will
eliminate resistance ased on fear and the inailit to use the new sstem. This will push
A sstem for emploee input – You can do this man di庌erent was; creating an
emploee surve, holding townhall meetings, creating an online portal for
comments, etc. If ou have these sstems in place, highl engaged emploees will
use them.
Open communication – xplain our reasons for the change; wh it is necessar,
what risks are involved, and an foreseen ene칥⊊ts. Then activel communicate
these reasons throughout implementation to prevent a disconnect etween
management and emploees.
A formal internal information sstem- This internal sstem will e a quick wa for
emploees to easil access compan-wide information. Whatever speci칥⊊c tools ou
choose to use, make sure ou include emploees in the decision efore
implementation, so the will actuall utilize the tools availale to them.
trategies for sharing usiness knowledge – You should in됊uence cultural shifts
stimulating the free 됊ow of information around usiness processes. One idea is to
setup virtual meeting spaces where emploees can share thoughts and ideas as
the arise, and have a sstem for reviewing the material discussed in these
meetings.
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them toward ecoming a 칥⊊rst person plaer, a leader during the change. You can do this
having:
Remind our emploees that more automation does not mean a loss of jos – it means
more time to help customers than ever efore which will improve our compan value.
Now that ou understand how to overcome the negativit associated with change
management, our next step is to discover which of our processes need improvement.
Join us for the upcoming Process Improvement at the peed of usiness weinar to get
more information that can help ou take the necessar steps to ensure the continued
growth and success of our organization.
xternal training programs – ring in external experts on the suject matter to train
our emploees on the new process initiall. From this, a few internal emploees will
emerge as knowledge leaders so ou can egin creating internal training programs.
Another great option for an external training program includes e-learning platforms
that provide more scheduling 됊exiilit - and no excuses for non-participation!
Internal training programs – egin training emploees as generalists and from there,
emploees will naturall develop more specialized roles. Then ou can egin
creating internal training programs that are led our emploees that have
mastered speci칥⊊c areas of focus. Other internal training options include task
assignment – what etter wa to learn than doing!
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9/24/2016 The Best Thing You Can Do to Improve Customer Satisfaction
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The est Thing You Can Do to Improve Customer
atisfaction Patrick mmons Nov 16, 2015 12:14:51 PM
ver compan needs to make constant improvements ecause let’s face it; whatever
ou did 6 months ago is not making our customer happ now. While our client revenue
remains the same, expectations continue to rise. If ou can’t keep up with these
increases in demands, ou will slowl egin to lose our clients. reviewing and
updating our usiness processes ou can remain agile enough to take advantage of
new opportunities and ward oῪ attacks from competitors. What is the est thing ou can
do to improve customer satisfaction? Here are 3 reasons wh a usiness process
improvement might e the answer…
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1. It aᶚects our ottom line
Your customers AR our ottom line and when the are happ, ou have more time to
generate additional revenue acquiring new clients. A usiness process improvement
oosts our ottom line helping ou to:
2. It saves time in the long run
Man people are so us working in the usiness; the do not have time to work on the
usiness. You will constantl have to re-coach emploees if ou do not take the time up
front to thoroughl develop a usiness process. Unfortunatel, our customers will pa
the price for this ineῳcient loss of time. A usiness process improvement saves ou time
:
e more responsive to customer demands – This is our opportunit to create a
sstem that makes it impossile for people NOT to participate. Take tarucks for
example, their online purchasing sstem makes it so eas to use that no one sas
no (or at least not often)!
e more transparent with our customers – This is our chance to give clients
the ailit to interact and see how the processes are helping them achieve their
usiness goals. This will keep them engaged with our compan and excited to
e a part of it.
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3. It increases emploee productivit
Increasing emploee productivit is an ongoing attle, ut implementing a usiness
process improvement that makes our emploees’ lives easier, gives them a quick oost
in morale. ometimes, a morale oost is all a urnt out emploee needs to ecome re-
engaged. An involved emploee is etter prepared to work with customers to ensure
the reach a level of satisfaction in all areas of our usiness. A usiness process
improvement increases emploee productivit :
Now that ou know ou need to make a usiness process improvement, it is time to take
the Ῥrst step. Join us for the upcoming Process Improvement at the peed of usiness
weinar to get more information that can help ou take the necessar steps to ensure
the continued growth and success of our organization.
Automating our tasks – This makes the dail process less complicated and
saves time each and ever da that the associated task must e completed. That
time adds up quickl and translates into extra revenue.
Creating consistenc amongst tasks – Consistenc is the ke to accomplishing
an successful goal. Implementing our usiness process improvement asicall
ensures that our desired goals will e reached due to consistent eῪorts.
Preventing loss of knowledge when someone leaves – You never know when ou
might lose an emploee for an numer of reasons. A process improvement can
ensure this possiilit never hurts our usiness creating a transferrale sstem
for our usiness process.
Holding everone accountale – There are times in ever organization when no
one wants to take responsiilit for a task. Your process improvement can ensure
that everone is held accountale throughout task execution to prevent
unnecessar hindrances to completion.
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John 3/17/2016, 12:51:48 PM
Looking for an info updates ou can send along.
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9/24/2016 Increase Workflow Efficiency with Document Organization
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Increase Workflow Efficiency with Document Organization
Posted by Dave Wiggins on Nov 19, 2015 8:00:00 AM
When properly managed, documents enable and support an organization’s ability tocomplete its work and fulfill its mission. However, as documents move from person toperson they have a tendency to get misplaced and mismanaged. Eventually, documentswill go missing and tasks will fail to reach completion – bringing the organization’sworkflow to a halt. Additionally, not effectively managing documents can put anorganization at odds with state and federal laws and regulations.
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Introducing and maintaining a companywide document organization process will increaseworkflow efficiency and make your organization run smarter. Accomplishing this starts bygetting your documents organized.
Here are 2 steps to organize your documents:
1. Outline Your Primary Objectives and Goals
When organizing documents you need to consider what your objective and goals are.Having a clearly defined objective will make it easier for you to eventually establish yourdocument management policy. It also serves as a check list when organizing yourdocuments. You can compare your process to the objectives to see if you’reaccomplishing what needs to be done.
Some primary objectives of organizing your documents are to:
1. Clearly identify and categorize paper and electronic documents to gain control of theseassets throughout the organization.
2. Apply record retention policies to all documents for compliance purposes.3. Protect documents from unauthorized access.
As you begin to organize your documents, you may consider what you’re hoping to gainfrom this process that isn’t detailed in the objectives. Every organization has a differentset of goals they hope to achieve. Thinking ahead on some of these goals may changethe way you handle your documents compared to other tasks in your workflow.
Some common goals include:
Create an organization wide filing plan that is easily understood.Quickly search and retrieve the documents needed.Easily and effectively maintain compliance requirements.Eliminate duplication of documents.Reduce risk of lost documents.
2. Prep Your Organization
Gaining control and managing your organization’s documents isn’t a one person task. Ittakes the combined efforts of employees and departments throughout the organization tocollect, catalog, and store the documents found throughout.
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Before you begin this effort, you need to have an internal discussion with key people inyour organization to determine how you’re going to carry out this process. The goal is todetail the life cycle of your current document management process and determine whatcan stay the same and what needs to be changed.
Once these questions are answered, they’ll serve as the blueprint to organizing yourdocuments. If a question doesn’t apply to your organization, skip it.
Questions to answer:
1. What documents do we work with? List the types of documents that you work with(e.g. contracts, invoices, checks, memos, letters, plans etc.).
2. What documents are stored in your desks, file cabinets, computers, and servers?3. Do you have documents stored at a records storage facility (how do they get there,how long do they stay there, and how are they retrieved)?
4. How do you keep track of which document is the latest version?5. How do you protect these documents from unauthorized access?6. Do you have a backup copy of documents?7. Do you have a system for deciding where to file a document?8. Do you have a specific way of naming folders?9. Do you have a specific way of naming documents?10. Do you ever delete or shred documents?11. How do you know when to delete or shred those documents?12. Who approves the purging of documents?13. How often do you print documents?14. How often do you copy paper documents?15. What do you do with old document copies?
When your business workflows are not flowing efficiently, you open the floodgates to highcosts, inefficient processes, timewasting bottlenecks, errors, accountability issues,compliance shortcomings, and impediments to customer relations. This guide opens youreyes to the seven ways workflow software and process improvement tools change thegame for your organization by improving your information flow, cutting costs, eliminatingbottlenecks, and reducing human error.
9/24/2016 Workflow Automation Got You Down? We Have 3 Tips for You
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Workflow Automation Got You Down? We Have 3 Tips forYou
Posted by Dave Wiggins on Nov 24, 2015 8:00:00 AM
Prior to automating the review and approval your business documents, you must defineyour workflows to ensure you have a smooth and successful implementation. Once youautomate your workflow management, you will save valuable time and money. However, ifyou do not take the time up front to define your workflows it will take longer before youbegin to see the benefits of these valuable improvements.
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9/24/2016 Workflow Automation Got You Down? We Have 3 Tips for You
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If you are implementing business process automation software to help you better manageyour business processes, you will need to provide a complete outline of the processes toyour software provider. Here are a few simple, yet critical steps to help you get started:
1. Gather all of the participants of the business process to discuss
This will help you get a better understanding of the way information is currently routed.
Bring in a moderator that knows nothing about the process – This encourages teammembers to explain the process in more detail.
Include both management and staff in the discussion – Management doesn’t alwaysknow what is really happening in the trenches, while the staff doesn’t always know whya task is executed or why a certain step is taken.
Document the process with pictures and words Seeing a large drawing of yourworkflow can help you pinpoint places for improvement more easily; use craft paper ora whiteboard and encourage the participants to interactively insert key information.
2. Review the process for improvements
These steps will ensure that you thoroughly understand why things are done the way theyare today so that you can look at better ways to get them done tomorrow.
Ask questions Keep asking who, what, where, when, why, and how to uncoverinformation that is not readily available.
Discover anomalies Start with the straight forward path first, then come back andlook at the exceptions to the rules.
Refine the process Look for ways to eliminate, shorten, or automate the process.
Remember, you can't always automate; sometimes you just need to document theprocess and procedures to enforce the process.
3. Outline how information will be accessed and stored
Define the process elements Determine what information and documents are neededto complete the steps within the process.
9/24/2016 Workflow Automation Got You Down? We Have 3 Tips for You
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Develop content repositories Categorize documents into repositories that are simpleto understand, easytofind, and allow quick access.
Determine access levels Determine who needs access to what information so youcan set restrictions on viewing rights.
Record areas for automation Now that you have your workflow outlined, look for theareas that you believe should be automated. You can contact your document andbusiness process management software provider to get started on implementation.
Remember to consult your legal department on any laws regarding the way information isstored, routed, and accessed to ensure you are retaining information correctly and for therequired period.
When your business workflows are not flowing efficiently, you open the floodgatesto high costs, inefficient processes, timewasting bottlenecks, errors,accountability issues, compliance shortcomings, and impediments to customerrelations. This guide opens your eyes to the seven ways workflow software andprocess improvement tools change the game for your organization by improvingyour information flow, cutting costs, eliminating bottlenecks, and reducing humanerror.
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