This is as concise as I can get without writing a book
WHAT
Moving from decentralized imaging to centralized imaging
WHY
Fewer scanners to maintain and able to upgrade to better, more powerful
equipment
Fewer power user software licenses to purchase
Improved return on investment for purchased equipment and software
(equipment use was more constant instead of occasional)
Improved control of security for physical documents during processing
(some decentralized scanning taking place in public areas as part of
another job)
Better, and more consistent, quality of processing and execution of
quality assurance checks
Higher productivity levels due to hiring of personnel with expertise and
experience in imaging field
Improved supervision and control of imaging function
More efficient use of personnel over multiple work types
Faster turnaround of high volume/high priority workload
STEPS
Created a Steering Committee with key customer departments that were
heavy users of imaging
Created a mission
Created a charter
Created goals and objectives
Assessed equipment, skill level of personnel performing scanning
functions, staffing levels, and IT support skill levels
Mapped and diagrammed current business processes in each customer
department and captured their business rules for documents as well as
information about why the record was being created, typical user
periods, how the record was being used, and which roles in the
department needed to access the information.
Wrote position descriptions, policies and procedures, training guides.
Developed an implementation plan to include staff and equipment
consolidation, staff cross-training, equipment and software upgrades,
and changes to business processes that would help improve productivity
Developed a marketing plan to internal customer departments about how
this change was going to help them perform more efficiently. Our slogan
was "The right record, at the right place, at the right time"
Set up regular customer department meetings to discuss the customer
department's concerns, feedback, challenges, changes within their
department that might impact Imaging volume, etc. Also look at ways to
do things more efficiently or perhaps using another solution. Advise
customer on changes to the business process that could help everyone,
such as customers not using lots of staples or perhaps customer bar
coding the forms for auto-indexing. Build strong relationships and work
as a team. Establish yourself as the customer's busines partner.
LESSONS LEARNED
Market the program. Let customer departments know that their needs are
important and that their skills and expertise are too valuable to spend
time on imaging tasks that are not their area of expertise. Let
transferring employees know that they are going to get more valuable as
they acquire job skills enabling them to process for multiple
departments instead of a select few or just one.
Reassure users that services will be at or above previous execution
levels. Set productivity standards for each person on prepping,
indexing, and filing, but also set team goals so that people work
togther to achieve the benchmarks. Reward people for good, consistent
performance improvements. Post team goals and celebrate the victories.
Discuss individual goals regularly with employees so that they are not
"surprised" during an evaluation. Gather regular feedback from your
employees on barriers that they believe need to be removed in order for
them to do a better job.
Tell the users (and transferring employees) what you are going to do,
tell them what you are doing, and then tell them what you just did.
Information keeps people informed and more likely to be receptive to new
ideas or changes to their normal routine.
Where possible, get your technology to do the work. For example, bar
codes that speed indexing tasks or tools that help you suspend a single
document without suspending the entire batch can help speed the work.
Strong business relationships with customer departments and IT Support
Team are key to success! Must work and foster good relationships.
Include IT in your Imaging Services training and departmental meetings.
That way, they learn more about what you do and feel "included" in the
group. They will do a better job of support if they understand WHY
certain things are important to the customer.
Plan time for surprises during implementation. Don't try to do too many
departments all at once. Make sure that you plan your project with a
little breathing space for when a data migration takes longer than
expected or perhaps data corruption occurs. Make time for adequate
testing and make sure that all test scripts are accurate and well
documented.
-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On
Behalf Of A.S.E. Fairfax
Sent: Friday, May 09, 2008 12:30 PM
To: [log in to unmask]
Subject: Re: Centralized Scanning Office
Angie,
I too would like to have a copy of this response. Thanks.
Elizabeth Fairfax,
Island County
[log in to unmask]
-----Original Message-----
From: Records Management Program [mailto:[log in to unmask]] On
Behalf Of Angie Fares
Sent: Friday, May 09, 2008 10:02 AM
To: [log in to unmask]
Subject: Re: [RM] Centralized Scanning Office
It is a lot of lessons learned. Maybe I could jot down and send it upon
request? Hate to be a bore with a long answer that only a few are
interested in.
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