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Planning or Overhauling your Paperless Workflow - Training and talking to the background folks are essential!

By Vicki Lee posted 04-09-2014 11:53

  

A few years ago after a long search for the right workflow product fit for Kean Miller we made a decision.  We then embarked on creating our new paperless workflows.  One was Check Requests. We began meeting with our Accounting staff to map out our process.  As we began to map out on paper what we wanted we found that one detail lead us into another.  To get the financial detail needed into the forms and the workflow needed for approvals and then the final data into the financial system lead us down about a six month development path.  But we were finally able to roll out what we considered to be a good end product, but a living process that we knew would change as we moved it into the real world.   We were pleasantly surprised that few changes were requested or required.  Good planning and working with the appropriate people on all levels ended with great results.

Our largest hurdle was training with the secretaries.  Attorneys adopted early on and embraced the paperless technology.  The secretaries resisted more because of the overall impression that they were doing “accounting” type work.  We trained in small groups and they were live when they went back to their desk.. We showed them how many steps they were taking to get a check processed manually and with the new paperless workflow how many steps were saved.  To this day we will still get complaints of that nature but those that use it properly and regularly express that they save time and energy by using the workflow process.

Early last year we had a new CEO come in.  With new eyes focusing on our electronic workflow processes we have been tasked to review where we are.  I have come to believe that a process may only have a 5 to 7 year life expectancy with minor changes within that time.  At that 5 to 7 year mark you may need a huge overhaul.

We have saved the AP process for last.  Even beyond conflicts it seems the check request process is more complicated.  With many approvals, check types and some change, although minor, in accounting policies it really drives the review and ultimate updating and refining of the process. 

Those at the top are great at driving the changes. But, unless you get down into the ditches and find those people than may live in the background and get them involved your success is limited.  Those folks are usually creative, have great ideas and really know the minute details.

If you are just starting to plan an automated AP process or in the revamping stage I wish you luck and can’t stress enough how good planning, many discussions, and focus on training can yield you a good result.

Vicki Lee

Business Process Analyst

Kean Miller Attorneys, LLP

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