How to generate productivity gains? In search of agility, speed, transparency. How to turn to the web.

“ We have software units that have reached the end of their lifespan and we would like to know if it is possible to build tools that respond to our specific needs? ”

We propose an approach that is both functional and technical and that aims to :
•   Map out the existing processes
•   Map out the information system with the help of technical experts
•   Propose functional and technical alternatives
•   Enhance the value of the alternatives and prepare a document permitting the arbitration between different solutions
•   Propose a software prototype

" We would like to publish data on extranet, interact with our clients and suppliers but our present tools do not allow us to do so! What should we do? ”

We propose a study of the data sources as well as a classification of this data in order to select which should be published. To manage the rules of publication, and to create a web application to allow clients and suppliers to interact with the company then send data to the operational systems.

“ We are currently re-entering data, a process which is wasting a lot of our time. We must connect to different websites to collect information and then enter the data into our systems."

We recommend the creation of web services for data sharing with clients and suppliers. We will contact the various parties in order to study the solutions that would allow limited manual re-entering.

“ Our system users are frustrated because they spend their time on MS Excel compensating for what the system cannot do ”

We can create an application simplifying the existing operation by taking charge of financial rules that are controlled manually today.

How can I generate productivity gains and transform my business processes?

“ Information circulates poorly between our various departments. We tend to work in silos and as a consequence, our processes are halted before they can be restarted. Our monitoring lacks efficiency ”

We can help you create tools to monitor a process from beginning to end. In this case, our client sought to organise incoming requests in an accounting department wanting to facilitate the treatment of their transaction notices. We adapt to the business process in question.

“ Our systems do not interact well with each other generating unnecessary redundancies that we must treat manually. ”

It is necessary to review the way in which interfaces are managed, as well as to study the cause of such overlap at a technical and practical angle.

“ The exceptions take too much of our time. We don’t have an exemption process and user rights are poorly treated. ”

You must integrate an exemption process and associate the corresponding rights to this process. In addition, we can create various levels of monitoring for specific cases.

“ We are unable to connect our operational tools and our web front-end. Our data isn’t always coherent which is causing many clients to call in. ”

We can help you construct a project aimed at studying the data sources and the way they are published and used.

“ We don’t know exactly what our operational performances are. We lack real time indicators and qualitative indicators in order to measure our performance. ”

“ Our billing system is not flexible enough and we are obligated to create bills manually for certain services, by entering accounting records by hand. ”

Creating billing tools, accounting and interface interpretation with management or treasury systems.

How can we rid ourselves of paper and become more digital?

“ Most of our processes are still dependant on paper. We sign paper contracts, receive paper bills and send paper mail. Isn’t it possible to facilitate these tasks? ”

Our services with regards to the digitalisation of documents aim above all, to understand the body of documents.
For example, a study of the nature of the documents to be digitalised, the volume of the documents and their real usage in the company. We also strive to understand whether or not digital copies of these documents already exist in our clients’ or suppliers’ databases in order to avoid scanning documents unnecessarily when a simple document exchange would suffice.

“ We scan our documents once they are treated but all circulation inside the company is still physical. What do we need to do to move on to the next step? ”

We can identify the impacted processes by scanning documents in order to define the digital routes for the different types of documents.

“ We scan our documents but are then incapable of accessing them easily. ”

We consider one of two possibilities:
- We can base ourselves upon existing tools: the creation of links between the EDM system and the operational tools.
- We can integrate an EDM module at the heart of the tools that we develop.

“ We scan but we would also like to recuperate data in some documents in order to insert it into our information system. Is this possible?
Our project is to externalise billing and expense reports in India and Tunisia. How can I go about this on an operational basis? "

Once the documents are scanned they must follow different routes in order to be treated by the departments concerned. The file statuses must be followed very precisely. A web application is often the key to rapid outsourcing.

“ We have dozens of paper forms and we do not know in which direction we should go? We thought that mobile applications were the right solution but are there other tools we could use? ”

Have you considered the electronic pen? This technology can be perfectly adapted in situations requiring physical interaction with the client.

My clients want to reduce their cycle time? How can I do this?

“ Banking context: our clients want to be paid more rapidly once their documents are sent. "

Our work methods are strongly axed on the study of working processes as well as the development of tools that allow meeting user needs.

“ Our clients want to see their file status in real time as well as the amount of commission that will be compensated. ”

To reduce the cycle time we generally propose the organisation of tools that permit real time follow-up, in order to help manage activities.

“ To reduce treatment time, we must exchange data with our suppliers in order to avoid constantly issuing paper invoices. ”

We strive to propose collaborative tools with which a client can guide a back office manager and propel action. This can be in the form of dynamic exchanges from an extranet to a back office application or in the form of task lists that can be routed to expert teams.

We must differentiate and build an innovative offer? How can we process?

“ We would like to give an indication of our clients’ financial health to our salespeople working in the field, in order for them to know the economic context to be applied in just a few clicks.
We would like to add new services to our offer. Management of machine base, visualisation of the real time values, access to specific reports for managers. Alert management. ”

Digital transition motivates us to be in constant dialogue with our clients. Our clients often have ideas that we are happy to accompany in order to bring life to a new service or product. We have, for example, set up for a rental company a tool that allows making certain key data available for users regarding their clients’ financial health. They can begin by refreshing their clients’ data before going any further in a sales process.

“ We use emails a lot but they circulate poorly between departments. They are not always read by the right people. When someone goes on holiday, files are blocked. Can we interact with our clients directly from our web site and limit our email exchange?
Can’t we avoid entering files on our site and exchange data directly from our clients’ CRM? ”

Back office managers must often sort out mail and emails before dispatching to their teams. Emails rarely reach the right target. We proposed the development of a conversational tool, integrated to the company’s applications which allows the client to submit his question to the back office and for this very back office to respond. This process aims to reduce email exchange and to keep a trace of the conversations directly in the system.

Become more agile, more flexible, more adaptable to today's market.

“ We hope to be more flexible in the organisation of our tasks, in order to treat the exceptions more efficiently. Such exceptions must be transfered from traditional portfolios to be taken care of by a team of experts. ”

We have created a system of tags, much like gmail, which allows users to organise their task portfolios however they want. These tags can be public or private depending on the users needs.

“ We are not adaptable enough and we always have to face new cases for which our current parameters do not comply. We must therefore, abandon our systems and return to paper treatment which cannot be shared. ”

We have worked on an application helping us organise all the tasks with an executable library. Different processes can be modelled then executed by the final user. The latter no longer needs a computer technician to help him set up his process. He can control the different steps directly using the interface which is made available to him.

“ The tasks executed in my departments are numerous and I am not able to dispose of a synthetic representation allowing me to manage my activity. I must access more data, better understand the evolution over time in order to allow me to relocate resources and to have a direct impact on the implementers. ”

To integrate scoreboards and other business intelligence tools to operational systems. It is not about manipulating the financial data, a budget, a P&L or a Balance Sheet but about concrete operational data. Daily treatment, inflow, outflow, cycle times, mid-sized stock.

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Searching for Agility

W2P GROUP helps companies increase agility.