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2 How to Drive the Most Value Out of Your Organization s Business Processes Patrick McGrath - EMC Bob Rivera - Logix Federal Credit Union 2

3 Measuring Value typically involves: Intricate spreadsheets used to measure the expected benefit a company may achieve if they deployed a set of actions generally at the use case level: Financially oriented Built on a fixed set of detailed 3

4 Measuring Value can be so much more: As a planning tool however, value measurement tools are best used as the foundation of meaningful discussions to map out goals and a recommended solution. Provide guidance on how to optimize the solution benefits Built around a sensitivity analysis (what-if) 4

5 Technical Business Product xa Product xb Product xc Product xd Product xc Product xb Problem X Problem Z Problem R Problem A Problem X Use case vs. Problem vs. Product Industry 1 Industry 2 Company 1 Company 2 Company 1 Use Case 1 Use Case 2 U. Value can only be measured in the context of solving a problem. Problems are where the business and the technical conversations intersect Generally, the most interesting elements happen at the 5

6 What does Value mean? Expanding the definition Value is the beneficial difference between the current-state and the endstate. It generally follows these vectors: Value types Value areas Considerations Cost reduction Cost avoidance Revenue enhancement Risk mitigation Infrastructure Application Business Employee Steady state General change New and casual 6

7 Levels of Proof Category Simple definition Strategy Hard CAN BE MEASURED e.g. Discrete expenses that can actually be eliminated Work hard to justify at least 80% of the project with hard savings. Cost Avoidance SUBJECT TO CHANGE e.g. Expenses that are expected to be needed but have no hard commitment associated with them. Build sensitivity analysis into these measurements. Develop models. Soft SQUISHY Can t predict the outcome, but can measure inputs. Find hard measurements and augment above 2. Let audience interpret the 7

8 Case Study Logix Federal Credit Union 8

9 Consumer-oriented financial institution Founded 1937 as Lockheed Federal Credit Union Burbank, California and 15 Southern California branches $4 billion in assets 160,000 members 560 employees Mostly consumer deposits and loans 9

10 Documentum s Roles at Logix Enterprise document management system Replaced EMC ApplicationXtender Business process automation platform Reviewed extensively in product evaluation Example cases: Loan application DMV document processing 10

11 DMV Document Process For loans on private-party automobile purchases No dealer involved Provides service to member Ensures title reflects Logix lien DMV-required paper orientation Special forms Ink signatures Physical document delivery Incomplete packages are returned 11

12 The Before Process Fund Loan & Provide Title Perfection Documents QA of Title Perfection Documents Submit Title Perfection Documents to DMV Confirm Title Perfection Status 5 Day 30 Day 60 Day Central Loan Processing Registration Fee DMV QA Fund Submit Confirm of Loan Title Title Perfection & Provide Title Documents Status Perfection to Documents DMV Checklist At Documents Title the perfection Branch, of submitted required documents status tasks report to 3 mailed generated different reviewed to DMV the and for Loan locations each filed Processing into loan and folders processed via to dated perfect to when the different check title whether with channels tasks DMV the are title to mail be has performed perfected walk-in Loan For FedEx the applications Forms Web or are Loan filled logged Phone out into for Center a mail-in spreadsheet loans, to DMV Loan for Processing distribution helps evenly among member Coversheets the with team are documents filled out for funding the walk-ins and the to DMV Quality review performed on documents for missing information, signatures or fees Member 12

13 Improvement Opportunities 4 Days 4 Days Next Day Same Day 5 Day 30 Day 60 Day Central Loan Processing Areas where cycle time or defects can be reduced: Mailing documents to Central Loan Processing Time personnel spends in looking for work in file cabinets, logging, filing, and distributing in-coming work, and thus waiting for work Forming title perfection task check list The wait time between multiple manual tasks within the Quality Assurance of Title Perfection Documents Manually putting together FedEx and Walk-in DMV Cover Sheets Time spent comparing FDI Title Perfection Results with Funded Loans processed Rejections by DMV due to errors Not paying DMV fees on time Sending out incorrect forms or not completing all tasks Manual errors Member Registration Fee DMV 13

14 Anticipated Benefits More efficient use of personnel Meet time requirements Pay DMV fees on time Avoid rejections by DMV due to error Establish Logix as the lienholder 14

15 The Development Plan Internal resources Consumer Lending defined current and future process needs Internal Consulting analysis and project management IT Documentum infrastructure Analysis, methods, design and development Multiple discovery sessions Resulted in detailed process map 15

16 Process Map Section of Detail 16

17 Technology Implemented Initially based on Documentum v6.7, TaskSpace, Captiva Re-evaluation and selection of xcp 2.1 Upgrade to Documentum v7.1 Use of Captiva v7.1 OCR recognition of key document attributes Integration with Brava viewer Integration of Canon scanning application 17

18 The After Process Fund Loan & Provide Title Perfection Documents QA of Title Perfection Documents Submit Title Perfection Documents to DMV Confirm Title Perfection Status Central Loan Processing Registration Fee DMV Member QA Fund Submit Confirm of Loan Title Title & Perfection Provide Title Documents Status Perfection to Documents DMV At System the Branch, auto-generates tracks compares DMV registration an packages FDI title data and perfection by feed other location to documents confirm task checklist the are title scanned perfection results and updates Loan System the status applications Information alerts in the Loan extracted system automatically Processing for downstream Team assigned of system task to Loan due usage dates Processing that differ team based members on DMV System locations Required auto-generates documents letter and signatures to Member are with determined request based for required on loan type information At System the Web links or or to Loan signatures FedEx Phone and Centers, the Board loan of Equalization officer enters (sales a service tax) for request the Loan for Processor Alerts Loan System Processing for pre-populates each quality to contact FedEx assurance the Summary member manual Forms for task documents and help Walk-In team for members coversheets funding and prioritize title their tasks Based and on the ensure loan type, completion system pre-populates (e.g. pay registration the request fees letter before to the the member registration expiration date) 18

19 Screens Initiation of the Workflow 19

20 Screens Loan Processor Selects a Package 20

21 Screens Loan Processor s Tasks 21

22 Screens The Account Record (detail) 22

23 Screens Loan Processor Action: Generate Documents 23

24 Screens Document Checklist & Coversheet 24

25 Screens Generating DMV Cover Letter 25

26 Post-Implementation Time Study Membership increased from 100,000 to 160,000 Consumer Loans FTEs remained the same 66% increase in DMV packages processed 80% increase in overall department work output Equivalent to 2.5 FTE 01:12:00 01:04:48 00:57:36 00:50:24 00:43:12 00:36:00 00:28:48 00:21:36 00:14:24 00:07:12 Error rate: no change; minimal 00:00: Before BPA After BPA 26

27 User Anecdotes Loan Officers Quicker notification that they can fund the loan Loan Processors Initially, very impressed and little resistance to change Some issues had to be resolved Recognizing time and work savings Loan Management Always strong advocates Department kept up with increased volume Improved access and tracking 27

28 Reality Check on Expectations More efficient use of personnel: Meet time requirements: Pay DMV fees on time: Avoid rejections by DMV due to error: Establish Logix as the lienholder: 28

29 Lessons Learned For large projects, divide and work through intermediate milestones Spend more time independently defining requirements Use consultant time wisely Better result with updated software versions 29

30 Next Steps Process adjustments Clearing out old service requests from view Optimizing some process services Adding additional management functions and views Reports Event time-based reports 30

31 Other Automation Plans Internal request forms Dormant account correspondence processing Card fraud tracking process Retention management 31

32 Q & A Audience Participation 32

33 Other sessions of interest 33

34 Other sessions of interest Day Time Session Title Room Tuesday 1:30pm & 3:00pm Overall ECM Lifecycle Roadmap MP804 12:00pm Documentum Product Drilldowns: Client Strategy MP805 12:00pm & 1:30pm Hands on Labs MP706 Wednesday 8:30am Digital Transformation and Your Organization MP805 12:00pm & 1:30pm Meet the ECD Product Managers and Architects MP804 3:00pm Documentum Product Drilldowns: Platform MP804 3:00pm Documentum Product Drilldowns: xcp MP706 3:00pm Documentum Hands on Labs MP706 Thursday 8:30am Hackathons Building Process-driven Applications & Building Configurable Content-centric Applications MP 804 and

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