aperless technologies can have a powerful impact on an organization. Abilities include functionality to capture, receive, store, index, version, route, approve, manage, retain and dispose of electronic content. Electronic content include that which are created internally, such as text, word processing, spreadsheet, engineering drawing and presentation, received from external sources, i.e., email, PDF, TIFF, voice and video, or scanned from paper. Paperless technology modules include: capture, recognition, signature, ECM, workflow, and ERM. Risks regarding paperless technologies include the entire system not functioning as expected, issues with specific modules, rejection by staff, failure to meet ROI expectations or the organization becoming less efficient. In CRE8 Independent Consultant discussions with end users, we find that 25% of paperless systems fail upon first implementation, 45% perform in a mediocre fashion and 30% fully meet all expectations (functionality, expandability, acceptance and return on investment). When properly planned and implemented, dramatic increases in efficiency, decision making, tracking, tracing, measurements and knowledge documentation is possible. Labor cost decrease, quality increase and service improvement can range from five percent to 25%. While this impact can be positive in terms of efficiency, quality and service; negative through increasing labor costs, processing time or errors; or neutral, which has the CFO asking the question: Why did we spend the money in the first place? So how does an organization determine if paperless technologies will have a positive impact? The specific answer is not in a case study, vendor demonstration or industry white paper. The search for the exact answer starts by asking: How does the process actually work today, what are the issues in the current process, what are the requirements for change (internal and
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external) and exactly how will the new re-designed process function if paperless technologies are utilized? So, where do you start? First, begin by researching the risk, benefits and co-dependencies of paperless technology modules and overall solutions. Second, make sure to gain an understanding of process improvement tools, methods and approaches. Third, you should begin process improvement planning, evaluation and redesign well before the vendor is selected and begins installation. Fourth, make sure to use the redesigned process map as a way to assess the ROI, evaluate vendor capabilities,
provide direct instruction to the vendor and hold the vendor accountable. This approach is important whether selecting a new vendor for the first time or working with an existing vendor to expand an existing installation. O
GEORGE DUNN is the founder and president of CRE8 Independent Consultants and is a worldwide recognized consultant, speaker, instructor, contributing editor and author on business process innovation and improvement, paperless technologies and complex computer system replacement planning. He has over 25 years of experience in the industry.
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