CRE8® CUSTOMER PROCESS IMPROVEMENT SUCCESS STORY EXAMPLES
Process innovations examples include Procedural (Non technology - changing the order and way work is done), Existing Technology (better use of currently owned systems - email, word-processing, voice mail, existing data systems, web sites, etc), and New Technologies (new data systems, new paperless systems, etc)
| Industry | Process | Innovation | Result |
| Retail | Human Resources | Procedural | Resolve key HR issues through procedural redesigns. Process redesigns rapidly rolled out to all corporate, regional, district and stores locations in the US and Canada within 90 days. |
| Housing Authority | Admission | Procedural | Procedural redesign identified how to reduce: process steps by 20% and reduce stress points within process by 40%. |
| Public Utility | Safety | Procedural | Procedural redesigns determined how to significantly improve a critical safety process while reducing process steps by 80%. |
| Insurance Commission | License Application | Procedural | Realigned licensing process goals with current and future organizational goals. |
| Air Freight | Transportation | Procedural | Documented and costed subcontractor process. Findings allowed for re-negotiation and significant reduction of sub-contractor cost. |
| Financial Investment | Publication And Printing | Procedural | Costed out publication and printing department. Findings allowed for organization to successfully outsource area. |
| Banking | Internal Information Services Group | Procedural | Developed of staff training tools, planning methodology, and corporate standards. Assisted in hiring of staff, vendor negotiations, staff evaluation, and writing of procedures. |
| Law Enforcement | Operational | Procedural | Documented chain of evidence processes. |
| Municipal Courts | Court System | Procedural | Documented and formalized new day reporting processes. |
| State Auditor | Public Reporting | Procedural | Identified new report formats to better meet the need of different public sectors. |
| City Planning And Building | Planning And Building | Procedural | Identified significant procedural changes to improve numerous processes. |
| Banking | Loans | Procedural And Existing Data System | Costed out current fees associated with outsourced system. Compared cost to replacement of system with in-house solution. Utilized information to renegotiate fees with outsource vendor thus saving organization millions of dollars in costs. |
| Wireless Telecom | Asset Management/ | Procedural And Existing Data System | Through procedural redesign allowed organization to avoid million dollar replacement of asset management system. Process redesign rolled out in 30 days. . |
| Financial Banking | Retirement | Procedural And Existing Data System | Procedural changes identified how to resolve key process issues, improve cycle times, and reduce costs of process. |
| Public Utility | Planning and Construction, | Procedural And Existing Data System | Assessed process, workflows, and existing data systems. Identified how to significantly improve processes with procedural changes and currently owned technologies. |
| Law Enforcement | Incident Records | Procedural, Existing Data System, And New Paperless System | Developed imaging, EDM, ECM, and workflow application design. New system rolled out within 30 days of vendor starting work. |
| City Planning And Building | Planning And Building | Procedural, Existing Data System, And New Paperless System | Baseline current processes. Identified significant imaging, EDM, and workflow procedural redesigns. |
| Information System | Accounts Payable | Procedural, New Data System, And New Paperless System | Assessed current data system and paper processes. Advised on data system replacement and developed paperless technology imaging. EDM, and workflow application design. New system was implemented successfully. |
| Department Of Transportation | Traffic Accidents | Procedural, New Data System, And New Imaging Technology | Replaced failed computer system. Due to the critical nature of time associated with replacement. First level redesign took organization back to paper processing, second level design to a basic data system, third level design to a basic imaging system, fourth level design to a complex data, imaging, and workflow system. All redesigns were highly successful. |
Additional CRE8 Process Improvement Resources:
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