Managing and Operating a Production Imaging/Workflow environment

1. Managing and Operating a Production Imaging/Workflow environment Brian DeWyer Silas Technologies, Inc.

2. Case Study Approach Business Environment Challenges/Solutions Before/After Points to Ponder Questions

3. Hall of Fame Questions… Why is ‘image’ slow now? I have been saving my ‘images’ in word documents so I can bring them up quickly… Why can’t I find the document…by the second cousin’s name? I need a bigger display – the screen is too small and my magnifying lens does not work well… Why can’t I pick which queue to work? The system is new and does not have as much experience as me… So what if the document is 500 pages? It did not take up much space in the filing cabinet…

4. Large Financial Institution Experience

5. Business Environment Merger & Acquisition activity Process consolidation Self-service delivery

6. Major Themes Secure enterprise access with relationship indexing scheme Peak volume/input source insensitive Smartscanning & maximizing auto-indexing Common capture process architecture –fan in/fan out Flexible coupling with legacy applications and/or CIF databases Operationally ‘hardened’ with measurable results

7. The Numbers… Total pages archived > 100M Production image workstations > 1,500 Display requests per day > 90,000 > 25,000 Browser users in distributed locations Daily pages captured > 200,000

8. Browser Documents Delivery

9. Challenges Cost Center versus Profit Center How to better evaluate true costs and temporary personnel Forecast from business activity? What to measure? Organization – Shared Services/Design/Delivery/Operations Risk mitigation

10. ECM Babysitting… Customer/End User phone call notification SWAT team – IT/Operations/Business members Manufacturing concepts Service Level Agreements – Distribution/Capture/Process/Archive ‘Know before the customer knows’ design point Enable confident growth…

11. Capture Operations Services File Room Inventory and Management File Room Conversion Project Management/Analysis Receipt and “Check-In” of Documents Prepare folders for imaging Document Scanning Index Quality Assurance Document Destruction

12. ‘Before’ Minimal control over what type of work sent to image capture, based on work arrival, origination, or value. Items were bundled together and not separated by LOB (line of business) or by work type. Better ‘close the books’ workload picture. Manual counting of work items attempted to provide a balance of daily volume. Items were researched by date scanned – dramatically increased resolution times. IT support/operations aware of service issues after customer impact. Created reactive management scenarios.

13. ‘After’ Control database enabled an item tracking mechanism at the front end to verify receipt of work. Document barcodes automated loading to the control database by using wands and scanners. Systematic audits linked to the control database allowed for front end and back end automated reconciliation of daily work. ‘Work-in-progress’ view of work items throughout the process – distribution/prep/scan. Production standards implemented whichidentified the actual FTE required versus actual FTE available. Proactive monitoring and measuring of critical capture components and processes.

14. Business Impact • Productivity increased 15% - 20% from specific production standards based on actual volume of work and image servicing balanced scorecard. • Barcodes eliminated majority of manual document indexing and initiated automated capture routing. • Quality improvement from ‘control, track, audit and locate’ of work items at any point in the capture process. • 16 FTE reassignments. • Cost savings: • > $400,000 in temporary staff reductions • ~ 5 hours per day of lost production time searching for documents

15. Balanced Scorecard Financial – Profit, Key Variances by Project Employee – Standards/Absentee/Suggestions/Complaints Customer – Service Levels/Quality by Project Strategic – Volume Growth, New Business

16. Key Points Apply work process redesign techniques to capture Involve all consumers – scanner operators to workflow processors to executive LOB users Job Costing/Forecasting tools Not a one time event – repeatedly measure and communicate! Plan for risks – DR/BCP

17. DR/BCP Planning • Clearly Identify Objectives • Application ranking • External customer impact/service levels • Regulatory guidelines • Approach • Who owns BCP for business area? • Cross Matrix Team – Business/Operations/IT • Identify key points in BCP process to measure • Risk Management • Involve Audit • Document, Document • TEST THE PLAN!

18. DR/BCP • Establish Baselines • Wall Clock • Who/What/Where • Regulatory • Site Testing • Application operating as customer SLA states • Meeting Baselines? • Exception Owners/Accountability • Repeat 2x Year

19. DR/BCP Event • Category 3 Hurricane • Major check processing and dealer finance location • Federal Disaster declared • BCP Actions • Level 1 Work shifted to other state same day • Level 2 Work within 24 hours • ECM key technology player • Employee Communications

20. Points to Ponder Apply work process redesign techniques to ECM frameworks Involve all consumers – scanner operators to workflow processors to executive LOB users Plan for risks – Backup/Disaster Recovery/Phases Include operations management – monitor/ measure capture process Not a one time event – repeatedly measure and communicate!

21. Dashboard Metrics Software to monitor applications & processes Proactively measures service levels (SLA) Operational metrics

22. Questions? 336.748.5605 brian.dewyer@silastechnologies.com