TECHNOLOGY AND OPERATIONS

MANAGEMENT
#5 Proces s D es ign
OUTLINE
• Four Process Strategies
• Selection of Equipment
• Process Analysis and Design
• Special Considerations for Service Process Design
• Production Technology
• Technology in Services
• Process Redesign
• Database Management Systems
• Data Warehouse and Big Data Analytics
• Data and Text Mining
• Business Intelligence
• Electronic Records Management
 Frame tube Frame-building Frame Hot-paint
PROCESS bending work cells machining frame painting

FLOW
THE ASSEMBLY LINE
TESTING Engines and
Incoming parts transmissions
28 tests

DIAGRAM Arrive on a JIT

schedule from a
Air cleaners Oil tank work cell 10-station work
The only major U.S. motorcycle cell in
company Milwaukee
Fluids and mufflers Shocks and forks
Emphasizes quality and lean Fuel tank work cell Handlebars
manufacturing

Materials as Needed (MAN) Wheel work cell Fender work cell

system Roller testing

Many variations possible Crating

Tightly scheduled repetitive

production
PROCESS STRATEGIES
The objective is to create a process to produce offerings that meet
customer requirements within cost and other managerial constraints
• How to produce a product or provide a service that
• Meets or exceeds customer requirements
• Meets cost and managerial goals

• Has long term effects on

• Efficiency and production flexibility
• Costs and quality
 Volume
Low Repetitive Process High
Volume Volume

High Variety Process Focus Mass Customization

one or few units per projects, job shops (difficult to achieve, but
run,(allows (machine, print, huge rewards)
customization) hospitals, restaurants) Dell Computer
Arnold Palmer Hospital
Variety (flexibility)

Repetitive
Changes in (autos, motorcycles, home
Modules appliances)
modest runs, Harley-Davidson
standardized
modules

Changes in Attributes Poor Strategy Product Focus

(such as grade, quality, (Both fixed and (commercial baked goods,
size, thickness, etc.) variable costs are steel, glass, beer)
long runs only high) Frito-Lay
PROCESS STRATEGIES
Four basic strategies
1. Process focus
2. Repetitive focus
3. Product focus
4. Mass customization
Within these basic strategies there are many ways they may be implemented
#1 PROCESS FOCUS
• Facilities are organized around specific activities or processes
• General purpose equipment and skilled personnel
• High degree of product flexibility
• Typically high costs and low equipment utilization
• Product flows may vary considerably making planning and scheduling a challenge
 Many inputs
(surgeries, sick patients,
baby deliveries, emergencies)

(low-volume, high-variety,
Many departments and
intermittent processes) many routings
Arnold Palmer Hospital

Many different outputs

(uniquely treated patients)
#2 REPETITIVE FOCUS
• Facilities often organized as assembly lines
• Characterized by modules with parts and assemblies made previously
• Modules may be combined for many output options
• Less flexibility than process-focused facilities but more efficient
 Raw materials and
module inputs
(multiple engine models,
wheel modules)

Few
modules

(modular)
Harley Davidson

Modules combined for many

Output options
(many combinations of motorcycles)
#3 PRODUCT FOCUS
• Facilities are organized by product
• High volume but low variety of products
• Long, continuous production runs enable efficient processes
• Typically high fixed cost but low variable cost
• Generally less skilled labor
 Few inputs
(corn, potatoes, water,
seasoning)

(high-volume, low-variety,
continuous process)
Frito-Lay

Output variations in size,

shape, and packaging
(3-oz, 5-oz, 24-oz package
labeled for each material)
#4 MASS CUSTOMIZATION
• The rapid, low-cost production of goods and service to satisfy
increasingly unique customer desires
• Combines the flexibility of a process focus with the efficiency of a
product focus
• Imaginative product design
• Flexible process design
• Tightly controlled inventory management
• Tight schedules
• Responsive partners in the supply-chain
 Many parts and
component inputs
(chips, hard drives,
software, cases)

Many modules

(high-volume, high-variety)
Dell Computer

Many output versions

(custom PCs and notebooks)
MASS CUSTOMIZATION PROVIDES
MORE CHOICES THAN EVER
NUMBER OF CHOICES
ITEM 1970s 21ST CENTURY
Vehicle styles 18 1,212
Bicycle types 8 211,000
iPhone mobile game apps 0 1,200,000
Web sites 0 634,000,000
Movie releases per year 267 1551
New book titles 40,530 300,000+
Houston TV channels 5 185
Breakfast cereals 160 340
Items (SKUs) in supermarkets 14,000 150,000
High-definition TVs 0 102
COMPARISON OF THE CHARACTERISTICS OF
FOUR TYPES OF PROCESSES
PROCESS FOCUS
PRODUCT FOCUS MASS CUSTOMIZATION
(LOW-VOLUME, HIGH- REPETITIVE FOCUS
(HIGH-VOLUME, LOW- (HIGH-VOLUME, HIGH-
VARIETY (MODULAR
VARIETY VARIETY
ARNOLD PALMER HARLEY-DAVIDSON)
FRITO-LAY) DELL COMPUTER)
HOSPITAL)
1. Small quantity and large 1. Long runs, a standardized 1. Large quantity and small 1. Large quantity and large
variety of products product from modules variety of products variety of products
2. Moderately trained 2. Less broadly skilled
2. Broadly skilled operators 2. Flexible operators
employees operators
3. Few changes in the 3. Standardized job 3. Custom orders requiring
3. Instructions for each job
instructions instructions many job instructions
4. Low inventory relative to the
4. High inventory 4. Low inventory 4. Low inventory
value of the product
5. Finished goods are made 5. Finished goods are made 5. Finished goods are made 5. Finished goods are build-to-
to order and not stored to frequent forecasts to a forecast and stored order (BTO)
6. Sophisticated scheduling
6. Scheduling is complex 6. Scheduling is routine 6. Scheduling is routine accommodates custom
orders
7. Fixed costs are low and 7. Fixed costs are dependent 7. Fixed costs are high and 7. Fixed costs tend to be high
variable costs high on flexibility of the facility variable costs low and variable costs low
CROSSOVER CHART EXAMPLE
Evaluate three different accounting software products
Calculate crossover points between software A and B and between software B and C

DOLLARS REQUIRED PER

TOTAL FIXED COST ACCOUNTING REPORT
Software A $200,000 $60
Software B $300,000 $25
Software C $400,000 $10
CROSSOVER CHART EXAMPLE
DOLLARS REQUIRED PER
TOTAL FIXED COST ACCOUNTING REPORT
Software A $200,000 $60
Software B $300,000 $25
Software C $400,000 $10

( ) ( )
200,000 + 60 V1 = 300,000 + 25 V1 ( ) ( )
300,000 + 25 V2 = 400,000 + 10 V2
35V1 = 100,000 15V2 = 100,000
V1 = 2,857 V2 = 6,666

Software A is most economical from 0 to 2,857 reports. Software B is

most economical from 2,857 to 6,666 reports.
 Variable Variable Variable
$ costs $ costs $ costs

Fixed costs Fixed costs

Fixed costs
Low volume, high variety Repetitive High volume, low variety
Process A Process B Process C

sts
ts
os

co
Bc

sA
s
$ es

es
oc ts
pr cos

c
tal

ro
C
ce s s
lp
To l pro
ta Tota
To

400,000
300,000
200,000
Fixed cost Fixed cost Fixed cost
Process A Process B Process C

(2,857) V1 V2 (6,666) Volume

FOCUSED PROCESSES
• Focus brings efficiency
• Focus on depth of product line rather than breadth
• Focus can be
• Customers
• Products
• Service
• Technology
SELECTION OF EQUIPMENT
Decisions can be complex as alternate methods may be available
Important factors may be
• Cost
• Cash flow
• Market stability
• Quality
• Capacity
• Flexibility
FLEXIBILITY
• Flexibility is the ability to respond with little penalty in time, cost, or
customer value
• May be a competitive advantage
• May be difficult and expensive
• Without it, change may mean starting over
PROCESS ANALYSIS AND DESIGN
• Is the process designed to • Flowchart
achieve a competitive • Shows the movement of materials or
advantage? services

• Does the process eliminate • Time-Function Mapping

steps that do not add value? • Shows flows and time frame

• Does the process maximize Value-Stream Mapping (VSM)

customer value? • Where value is added in the entire
production process, including the
• Will the process win orders? supply chain
• Extends from the customer back to
the suppliers
 Flowchart
1. Physician schedules MRI 7. If unsatisfactory, repeat
2. Patient taken to MRI 8. Patient taken back to room
3. Patient signs in 9. MRI read by radiologist
4. Patient is prepped 10. MRI report transferred to
5. Technician carries out MRI physician
6. Technician inspects film 11. Patient and physician
discuss

8
80%
1 2 3 4 5 6 7 11
9 10
20%
 "Baseline" Time-Function Map
Order Receive
Customer
product product

Process
Sales order

Order
Production Wait
control

Product
Order
Plant A Print

Product
WIP
Warehouse Wait Wait Wait

Product
WIP
WIP
Plant B Extrude

WIP
Transport Move Move

12 days 13 days 1 day 4 days 1 day 10 days 1 day 9 day 1 day

52 days
 "Target" Time-Function Map
Order Receive
Customer
product product

Process
Sales order

Product
Order
Production
control Wait

WIP

Order
Plant Print Extrude

Product
Warehouse Wait

Product
Transport Move

1 day 2 days 1 day 1 day 1 day

6 days
Process Chart
VALUE-STREAM MAPPING
1. Begin with symbols for customer, supplier, and production to ensure the big picture
2. Enter customer order requirements
3. Calculate the daily production requirements
4. Enter the outbound shipping requirements and delivery frequency
5. Determine inbound shipping method and delivery frequency
6. Add the process steps (i.e., machine, assemble) in sequence, left to right
7. Add communication methods, add their frequency, and show the direction with arrows
8. Add inventory quantities between
every step of the entire flow
9. Determine total working time (value-added time) and delay (non-value-added time)
SERVICE BLUEPRINTING
Focuses on the customer and provider interaction
Defines three levels of interaction
Each level has different management issues
Identifies potential failure points
 Personal Greeting Service Diagnosis Perform Service Friendly Close

Level Customer arrives for

service. Customer departs
#1
(3 min)

F
Determine Notify Customer pays bill.
specifics. (4 min)
customer
Warm greeting and (5 min)
and recommend
obtain service No
request.
an alternative F
(10 sec) provider.
(7 min)
Standard F
Level Can
request.
service be
#2 (3 min)
done and does
customer approve? Notify customer
Direct customer to No the car is ready.
(5 min)
waiting room. (3 min)

F F F F
Yes Yes

Perform required
Level work. F Prepare invoice.
#3 (varies) (3 min)
SPECIAL CONSIDERATIONS FOR
SERVICE PROCESS DESIGN
• Some interaction with customer is necessary, but this often affects
performance adversely (law of diminishing returns)
• The better these interactions are accommodated in the process
design, the more efficient and effective the process
• Find the right combination of cost and customer interaction
 Degree of Customization
Low High
Mass Service Professional Service
SERVICE Private
banking
Traditional
orthodontics
PROCESS Commercial
banking
General-
MATRIX
High
Full-service purpose law firms
stockbroker

Degree of Labor
Digitized
Boutiques orthodontics
Retailing

Service Factory Law clinics Service Shop

Limited-service Specialized
stockbroker hospitals
Warehouse and Fast-food Fine-dining
catalog stores restaurants Hospitals
Low restaurants
Airlines

No-frills
airlines
SERVICE PROCESS MATRIX
Mass Service and Professional Service Service Factory and Service Shop
• Labor involvement is high • Automation of standardized services
• Focus on human resources • Restricted offerings
• Selection and training highly important • Low labor intensity responds well to
process technology and
• Personalized services scheduling
Degree of Customization
• Tight control required to Degree of Customization

maintain standards
Low High Low High

Mass Service Professional Service Mass Service Professional Service

Private Private
Traditional banking Traditional
banking orthodontics orthodontics
Commercial Commercial
banking banking
General- High General-
High purpose law
Full-service purpose law Full-service
firms stockbroker firms
stockbroker Digital
Digital Boutiques
Boutiques

Degree of Labor
orthodontics
Degree of Labor

orthodontics
Retailing Retailing

Law clinics Law clinics

Service Factory Service Shop Service Factory Service Shop
Limited-service Specialized Limited-service Specialized
stockbroker hospitals stockbroker hospitals
Warehouse and Warehouse and Fast-food
Fast-food Fine-dining catalog stores Fine-dining
Low catalog stores restaurants Low restaurants Hospitals
restaurants Hospitals restaurants

Airlines Airlines

No-frills No-frills
airlines airlines
TECHNIQUES FOR IMPROVING SERVICE
PRODUCTIVITY
STRATEGY TECHNIQUE EXAMPLE
Bank customers go to a manager to open a
Structuring service so customers must
Separation new account, to loan officers for loans, and to
go where the service is offered
tellers for deposits
Self-service so customers examine,
Supermarkets and department stores
Self-service compare, and evaluate at their own
Internet ordering
pace
Customizing vans at delivery rather than at
Postponement Customizing at delivery
production
Focus Restricting the offerings Limited-menu restaurant
Modular selection of service Investment and insurance selection
Modules
Modular production Prepackaged food modules in restaurants
Separating services that may lend
Automation Automatic teller machines
themselves to some type of automation
Scheduling ticket counter personnel at 15-
Scheduling Precise personnel scheduling
minute intervals at airlines
Clarifying the service options Investment counselor, funeral directors
Training
Explaining how to avoid problems After-sale maintenance personnel
PRODUCTION TECHNOLOGY
1. Machine technology
2. Automatic identification systems (AISs)
3. Process control
4. Vision systems
5. Robots
6. Automated storage and retrieval systems (ASRSs)
7. Automated guided vehicles (AGVs)
8. Flexible manufacturing systems (FMSs)
9. Computer-integrated manufacturing (CIM)
PRODUCTION TECHNOLOGY
1. Machine technology 3. Process control
• Increased precision, • Real-time monitoring and control of
productivity, and processes
flexibility • Sensors collect data
• Reduced environmental impact • Devices read data
on periodic basis
• Additive manufacturing produces • Measurements translated into digital signals then
products by adding material, not sent to a computer
removing it • Computer programs analyze the data
• Supports innovative product design, • Resulting output may take numerous forms
minimal custom tooling required, minimal
assembly time, low inventory, and reduced 4. Vision systems
time to market • Particular aid to inspection
2. Automatic identification systems (AISs) • Consistently accurate
• Improved data acquisition • Never bored
• Reduced data entry errors • Modest cost
• Increased speed • Superior to individuals performing the
same tasks
• Increased scope of process automation
TECHNOLOGY
5. Robots 8. Flexible manufacturing systems (FMSs)
• Perform monotonous or dangerous tasks • Computer controls both the workstation and the
• Perform tasks material handling equipment
requiring significant • Enhance flexibility and reduced waste
strength or • Can economically produce low volume but high
endurance variety
• Generally enhanced • Reduced changeover time and increased
consistency and utilization
accuracy
• Stringent communication requirement between
6. Automated storage and retrieval systems components
(ASRSs)
• Automated placement 9. Computer-integrated manufacturing (CIM)
and withdrawal of parts • Extend flexible manufacturing
and products • Backward to engineering and inventory control
• Reduced errors and • Forward into warehousing and shipping
labor • Can also include financial and customer service areas
• Particularly useful in inventory and test areas of • Reducing the distinction between low-volume/high-variety,
manufacturing firms and high-volume/low-variety production

7. Automated guided vehicles (AGVs)

• Electronically guided and controlled carts
• Used for movement of products and/or individuals
COMPUTER-
INTEGRATED
MANUFACTURING
(CIM)
TECHNOLOGY IN SERVICES
SERVICE INDUSTRY EXAMPLE
Financial Services Debit cards, electronic funds transfer, ATMs, Internet stock trading, online banking via cell
phone
Education Online newspapers and journals, interactive assignments via WebCT, Blackboard, and
smartphones
Utilities and government Automated one-person garbage trucks, optical mail scanners, flood-warning systems,
meters that allow homeowners to control energy usage and costs
Restaurants and foods Wireless orders from waiters to kitchen, robot butchering, transponders on cars that track
sales at drive-throughs
Communications Interactive TV, e-books via Kindle
Hotels Electronic check-in/check-out, electronic key/lock systems, mobile Web bookings
Wholesale/retail trade Point-of-sale (POS) terminals, e-commerce, electronic communication between store and
supplier, bar-coded data, RFID
Transportation Automatic toll booths, satellite-directed navigation systems, Wi-Fi in automobiles
Health care Online patient-monitoring systems, online medical information systems, robotic surgery
Airlines Ticketless travel, scheduling, Internet purchases, boarding passes downloaded as two-
dimensional bar codes on smart phones
PROCESS REDESIGN
• The fundamental rethinking of business processes to bring about dramatic
improvements in performance
• Relies on reevaluating the purpose of the process and questioning both the
purpose and the underlying assumptions
• Requires reexamination of the basic process and its objectives
• Focuses on activities that cross functional lines
• Any process is a candidate for redesign
DATABASE MANAGEMENT SYSTEMS
Databases
• Collections of data sets or records stored in a systematic way.
• Stores data generated by business apps, sensors, operations, and transaction-processing
systems (TPS).
• The data in databases are extremely volatile.
• Medium and large enterprises typically have many databases of various types.

Volatile data changes frequently

DATABASE MANAGEMENT SYSTEMS
Data Warehouses
• Integrate data from multiple databases and data silos, and organize them for complex
analysis, knowledge discovery, and to support decision making.
• May require formatting processing and/or standardization.
• Loaded at specific times making them non-volatile and ready for analysis.
Data Marts
• Small-scale data warehouses that support a single function or one department.
• Enterprises that cannot afford to invest in data warehousing may start with one or more data
marts.
Business intelligence (BI)
• Tools and techniques that process data and conduct statistical analysis for insight and
discovery.
• Used to discover meaningful relationships in the data, keep informed of real time, detect
trends, and identify opportunities and risks.
DATABASE MANAGEMENT SYSTEMS
Database Management System (DBMS)
• Integrate with data collection systems such as TPS and business applications.
• Stores data in an organized way.
• Provides facilities for accessing and managing data.
• Standard database model adopted by most enterprises.
• Store data in tables consisting of columns and rows, similar to the format of a spreadsheet.
Relational Management System (DBMS)
• Provides access to data using a declarative language.
Declarative Language
• Simplifies data access by requiring that users only specify what data they want to access without
defining how they will be achieved.
• Structured Query Language (SQL) is an example of a declarative language:
SELECT column_name(s)
FROM table_name
WHERE condition
DATABASE MANAGEMENT SYSTEMS
DBMS Functions Trend Toward NoSQL Systems
• Data filtering and profiling • Higher performance
• Data integrity and maintenance • Easy distribution of data on different nodes
• Data synchronization • enables scalability and fault tolerance

• Data security • Greater flexibility

• Data access • Simpler administration

DBMSs (mid-2014)
• Oracle’s MySQL
• Microsoft’s SQL Server
• PostgreSQL
• IBM’s DB2
• Teradata Database.
DATABASE MANAGEMENT SYSTEMS
Online Transaction Processing (OLTP)
• Designed to manage transaction data, which are volatile & break down complex information
into simpler data tables to strike a balance between transaction-processing efficiency and
query efficiency.
• Cannot be optimized for data mining
Online Analytics Processing (OLAP)
• A means of organizing large business databases.
• Divided into one or more cubes that fit the way business is conducted.
Centralized Database Architecture
• Better control of data quality.
• Better IT security.
Distributed Database Architecture
• Allow both local and remote access.
• Use client/server architecture to process requests.
DATABASE MANAGEMENT SYSTEMS
Garbage In, Garbage Out

Dirty Data
• Lacks integrity/validation and reduces user trust.
• Incomplete, out of context, outdated, inaccurate, inaccessible, or overwhelming.

Cost to Cost to
Cost of Poor Lost
Prevent Correct
Quality Data Business
Errors Errors
DATABASE MANAGEMENT SYSTEMS
Principle of Diminishing Data Value
• The value of data diminishes as they age.
• Blind spots (lack of data availability) of 30 days or longer inhibit peak performance.
• Global financial services institutions rely on near-real-time data for peak performance.

Principle of 90/90 Data Use

• As high as 90 percent, is seldom accessed after 90 days (except for auditing purposes).
• Roughly 90 percent of data lose most of their value after 3 months.

Principle of data in context

• The capability to capture, process, format, and distribute data in near real time or faster
requires a huge investment in data architecture.
• The investment can be justified on the principle that data must be integrated, processed,
analyzed, and formatted into “actionable information.”
DATA LIFE CYCLE
DATABASE
MANAGEMENT
SYSTEMS
An enterprise has transactional,
master, and analytical data.
DATA WAREHOUSE AND BIG DATA
ANALYTICS
Market share
• Percentage of total sales in a market captured by a brand, product, or company.

Operating Margin
• A measure of the percent of a company’s revenue left over after paying variable costs: wages,
raw materials, etc.
• Increased margins mean earning more per dollar of sales.
• The higher the operating margin, the better.
DATA WAREHOUSE AND BIG DATA
ANALYTICS
TORTURE DATA LONG ENOUGH AND IT WILL CONFESS . . .

BUT MAY NOT TELL THE TRUTH

DATA WAREHOUSE AND BIG DATA
ANALYTICS
Human Expertise and Judgment Required
• Data are worthless if you cannot analyze, interpret, understand, and apply the results in context.
• Data need to be prepared for analysis.
• Dirty data degrade the value of analytics.
• Data must be put into meaningful context.
Enterprise data warehouses (EDW)
• Data warehouses that pull together data from disparate sources and databases across an entire.
• Warehouses are the primary source of cleansed data for analysis, reporting, and Business
Intelligence (BI).
• Their high costs can be subsidized by using Data marts.
Procedures to Prepare EDW Data for Analytics
• Extract from designated databases.
• Transform by standardizing formats, cleaning the data, integration.
• Loading into a data warehouse.
DATA WAREHOUSE AND BIG DATA
ANALYTICS
Active Data Warehouse (ADW)
• Real-time data warehousing and analytics.
• Transform by standardizing formats, cleaning the data, integration.
They Provide
• Interaction with a customer to provide superior customer service.
• Respond to business events in near real time.
• Share up-to-date status data among merchants, vendors, customers, and associates.
Supporting Actions as well as Decisions
• Marketing and Sales
• Pricing and Contracts
• Forecasting
• Sales
• Financial
DATA WAREHOUSE AND BIG DATA
ANALYTICS
Really Big Data
• Low-cost sensors collect data in real time in all
types of physical things (machine-generated
sensor data):
• Regulate temperature and climate
• Detect air particles for contamination
• Machinery conditions/failures
• Engine wear/maintenance

Hadoop and MapReduce

• Hadoop is an Apache processing platform that
places no conditions on the processed data
structure.
• MapReduce provides a reliable, fault-tolerant
software framework to write applications easily
that process vast amounts of data (multi-
terabyte data-sets) in-parallel on large clusters
(thousands of nodes) of commodity hardware.
• Map stage: breaks up huge data into subsets
• Reduce stage: recombines partial results
DATA AND TEXT MINING
Creating Business Value
• Business Analytics: the entire function of applying technologies, algorithms, human
expertise, and judgment.
• Data Mining: software that enables users to analyze data from various dimensions
or angles, categorize them, and find correlative patterns among fields in the data
warehouse.
• Text Mining: broad category involving interpreted words and concepts in context.
• Sentimental Analysis: trying to understand consumer intent.
DATA AND TEXT MINING
Text Analytics (Mining) Procedure Text Analytics Procedure
• Exploration • Exploration
• Simple word counts • Simple word counts
• Topics consolidation • Topics consolidation
• Preprocessing • Preprocessing
• Standardization • Standardization
• May be 80% of processing time • May be 80% of processing time
• Grammar and spell checking • Grammar and spell checking
• Categorizing and Modelling • Categorizing and Modelling
• Create business rules and train models for accuracy • Create business rules and train models for accuracy
and precision and precision
BUSINESS INTELLIGENCE
Key to competitive advantage Challenges
• Across industries in all size enterprises • Data Selection & Quality
• Used in operational management, business • Alignment with Business Strategy and BI
process, and decision making Strategy
• Provides moment of value to decision
makers Alignment
• Clearly articulates business strategy
• Unites data, technology, analytics, & human
knowledge to optimize decisions • Deconstructs business strategy into targets
• Identifies PKIs
• Prioritizes PKIs
• Creates a plan based on priorities
• Transform based on strategic results and
changes
BUSINESS INTELLIGENCE
Smart Devices Data is Big BI Architecture and Analytics
Everywhere Business • Advances in response to big data
have created demand for when they provide insight and end-user performance
effortless 24/7 access to that supports decisions demands.
insights. and action.
• Hosted on public or private clouds.
• Limits IT staff and controls costs
Advanced BI and Cloud Enabled BI and • May slow response time, add
Analytics Analytics security and backup risks
help to ask questions that are providing low-cost and
were previously unknown flexible solutions.
and unanswerable.
ELECTRONIC RECORDS MANAGEMENT
Business Records
• Documentation of a business event, action, decision, or transaction.

Electronic Records Management (EMR)

• Workflow software, authoring tools, scanners, and databases that manage and archive
electronic documents and image paper documents.
• Index and store documents according to company policy or legal compliance.
• Success depends on partnership of key players.
ELECTRONIC RECORDS MANAGEMENT
Best Practices
• Effective systems capture all business data.
• Input from online forms, bar codes, sensors, websites, social sites, copiers, e-mails, and more.
Industry Standards
• Association for Information and Image Management (AIIM; www.aiim.org)
• National Archives and Records Administration (NARA; www.archives.gov)
• ARMA International (formerly the Association of Records Managers and Administrators;
www.arma.org)
Primary Benefits
• Access and use the content contained in documents.
• Cut labor costs by automating business processes.
• Reduce time and effort to locate required information for decision making.
• Improve content security, thereby reducing intellectual property theft risks.
• Minimizes content printing, storing, and searching costs.
ELECTRONIC RECORDS MANAGEMENT
DISASTER RECOVERY, BUSINESS CONTINUITY, AND COMPLIANCE
1. Does the software meet the organization’s needs? For example, can the DMS be
installed on the existing network? Can it be purchased as a service?
2. Is the software easy to use and accessible from Web browsers, office applications, and
e-mail applications? If not, people will not use it.
3. Does the software have lightweight, modern Web and graphical user interfaces that
effectively support remote users?
4. Before selecting a vendor, it is important to examine workflows and how data,
documents, and communications flow throughout the company.
THANK YOU
Com m en t s ? Ques t ion s ?