Creating and dealing with digital docs transformation is a recurring challenge in every organization. However, we often overlook these activities, which involve thousands of processes, documents and applications. This is usually a management initiative to implement digital transformations to critical and inefficient processes. So where do we start?
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There are plenty of issues encompassing digital transformation and there is no shortcut to accomplish this task. In fact, it is a recurring effort to stimulate a culture of improvement among employees, where you must truly embrace and lead changes.
Some people define digital transformation as the digital optimization of processes, products and assets, enhancing customers values, innovating in risk management or even uncovering new opportunities. On the other hand, some may say “it is the profound transformation of business and organizational activities and competencies to leverage opportunities and technologies in a strategic and prioritized way”, taking present and future scenarios into consideration. Depending on the context of the organization, this definition is appropriate to customer perceptions in relation to the products and services available.
Digital Transformation that Echoes
How are managers or teams working? Frame the areas for improvement and review the duration of a new process versus an old process, translating the results into improvement information and include the experiences of those who participated in the process.
Understanding the hardships in roles using new automations is key to foresee further successes, anticipating expectations in other departments and establishing a safe and calm atmosphere is crucial to any digital docs transformation.
The goal is simple. It consists of making information available, accessible and usable – anywhere, anytime and on any device, with simple elements that provide opportunities to reinvent processes and technologies. Quick tasks that boost efficiency and agility create better experiences, leveraging the volume of processes and revenue.
Record-based procedures are not connected to digitizing or mechanizing a certain procedure, despite the fact that doing so produces beneficial outcomes. These transformations are tied to embedding flexibility into your procedures with an emphasis on proficiency and human experience. Work processes or structures may need to be upgraded in order to improve capabilities and quality, depending on the organization’s current situation.
Leveraging the document process is more about adopting strategies that can adapt to ever-changing business information/technologies. It is also about understanding where new content will come from in the future, with the preparation to deal with this new content, which could include arranging records, archiving and requests, supporting documentation, document and data requests, among other things. Systems and technologies must provide easy access to information, simplified search features, adequacy with the organizational culture, reduce process duration cycles, and enhance protection of data while fulfilling compliances, laws and regulations.
Building a plan that clearly shows the gaps between the present and future in an ever-changing world is a troublesome yet beneficial undertaking. Assuring that files and records are moving to a simplified framework creates safety and comfort to all involved in the digital docs transformation.
These processes may initially include the product’s location, like warehouse, block, site and box, and they may encompass a determination of the manufacturer’s name as well as the amount of product in stock.
The next procedure or automation may include informing those responsible for authorizing shipment of the product, filtering departments and roles to find ones that line up with the product. And finally, an employee would examine the package to find any damage or inconsistencies and confirm if the product is good to go. At that point, the procedure is either recorded as “OK” or an entry is made on errors and the product would walk through other corrective processes before being delivered to the customer.
The entire process should be mapped down to the smallest detail and evaluated for rework, inefficiency, security, integrity and transparency to ensure manual processes at the right places.
A common document-catch process may initially include an order or invoice information capture in an e-mail or that was digitized and then stored electronically. We know for sure that no technology is flawless, so a manual review needs to happen before any information is considered true and valid.
This is where tasks associated with auditing would begin; yet, rather than physically locating the supporting documentation and validating information, examination is automated through line-by-line data matching. However, this procedure is only a mechanized version of the manual process and is not a digital transformation process. It is important to understand how processes are actually characterized considering their concepts, methods or technologies and to analyze which ones allow for a redesign that prioritizes the perceptions, needs and expectations of customers, employees, external providers and partners.
The process of digital transformation could begin with the front-end capture procedure. Why go through the inconvenience and cost of performing data entry for invoices or product info? In today’s workflow, there is no compelling reason to perform data entry, unless there is an auditor that basically confirms information in the system records. Moreover, the technology used to perform verification could be embedded into the process instead of having procedures afterwards.
For example, invoices and orders could first be examined through an automated sorting process that arranges missing data. Then a confirmation step could choose a standard model and compare the data submitted against this model. This procedure could initially utilize the invoice # or order # to find the right information. Next, rather than just finding and extracting information from the reports found, the sorting process would then perform a matching verification. If there is not an exact data match, best-matches would be found to record the difference in quantity of items or total amount. Verification would happen using a specific report to be inspected by auditors.
In a digital transformation project, processes can be rebuilt so the auditor only needs to reconcile bad entries and errors rather than executing an exhaustive data verification. Unfortunately, traditional data input technology is weak and hard to integrate with innovation, resulting in massive re-work to adapt to ever-changing content.
A digital docs transformation process is more than paperless ideas or mechanizing a manual process. It’s about progressively reasoning towards procedures that can be adjusted and improved to anticipate outcomes regarding tasks, products and technologies.
Concept renewal must reflect effective procedures, encompassing usage of physical space, digital storage, tasks and procedures as well as the need for recurring maintenance. And finally, certify that training and support documents are available to everyone involved, simplifying the access and distribution of information with a cohesive security structure allowing the interested parties to be notified when needed.