MitsuiAs a global corporation Mitsui wanted to implement the next generation Business Process Management system in order to standardize trading subsidiaries business processes, strengthen internal control and integrate with the new ERP system (SAP). The scope of the deployment was global with a target of more than 70 sites in North America, Europe, Asia and Oceania. The initial roll-out included 7 companies in North America, 700 users, 500 requests/day and more than 40 processes. |
DeloitteAlready running an Intranet, several core applications and an ERP, Deloitte wanted to optimize procedures that were still processed manually or through unstructured e-mail flows (leave applications, IT clearance applications, conference call number reservation, salary advance applications, etc). Those procedures considered individually were relatively simple ones and neither justified a custom development nor the adaptation of an existing ERP type of application. However, all those procedures together corresponded to a significant operational cost due to the manual processing time they represented. The business challenge was to automate and optimize those procedures, while complying with the existing IT infrastructure and seamlessly integrating into the Intranet Portal. |
University of TexasThe Department of Facilities Management was looking for a solution to better serve 3,000 internal clients who are submitting 6,000 work order requests per year. The goal was to reduce the volume of paper work while optimizing the response time. |
UAP incUAP needed the ability to process the 1500 travel requests coming in yearly from their over 5000 employees across Canada. They were relying on a paper form to initiate the travel request, which was sent via internal mail to a manager for approval. This manual process was fraught with inefficiencies. Delays were being incurred using the internal mail system and often forms were getting lost before reaching their destination. Because there was no ability to track requests, there was the tendency to wait until the last minute to initiate a travel request resulting in higher ticket prices. Without approvals being enforced, some people would bypass the process entirely and call the travel agency directly to book their tickets. UAP was spending extra money and time trying to enforce a process that they had no control over. |
BRD FinanceApproving credit request was a manual process that involved a lot of paper handling and storage. Reviewing dossiers or making reports was very slow with the impossibility to grasp an accurate present view of business. A solution to overcome this situation was needed. Also budget limitation was imposed. |
Korean AirKorean Air sales executives were seriously bogged down, trying to manage their travel agent incentive voucher system, a key component to the Korean Air client service process. |
Saint Michael's HouseSMH is a large organisation nearly 1,500 employees and 110 offices spread across a wide area. To efficiently and effectively manage such a large number of employees and the infrastructure that supports their day-to-day operations it was necessary to put in place a web-based solution that would ensure that correct procedures are always followed. |
ZFAlready running an IntraNet, several core applications and an ERP, ZF Trading wanted to optimize procedures that were still processed manually as paper or unstructured e-mail workflows (launch of new products, work-leave applications, training reservation, user appliance, etc). The business challenge was to automate and optimize those procedures, integrate them into the existing IntraNet and create the required interfaces to existing applications and the ERP system. |
RFEDuring the ISO 9002 certification project, RFE was looking for a solution to digitize the heavy volume of paper procedures and to automate the repetitive administrative tasks. |
Karara MiningWestern Australian iron ore company Karara Mining has hit paydirt with the teaming of Autonomy iManage WorkSite and Advantys WorkflowGen to provide a shared environment for storing business content. Documents, records, email messages and other media are consolidated in a central library, making them easier to find, share, and reuse. |
