Case Study

Kofax Powered Digital Document Routing System Streamlines Efficiency for United States Air Force

Like many large and distributed organizations, the United States Air Force was physically mailing paper payroll and travel documents for between bases. This process was slow, expensive and prone to loss. And, it provided only limited visibility into where the document was or the status of the information it contained.

The Air Force wanted to move to electronic documents such as PDF to increase efficiency and reduce costs. PDF forms offer a transitional medium that has all the advantages of a pure digital format but can be easily interchanged back to an analog format when required. PDF forms are portable and require no additional hardware or software lifecycle support until form revisions are required. They can also be used to capture all the metadata required to instantiate a process in a digital format while retaining all the context and human digestibility of a paper based form. In addition, PDF forms can be handled through the same process as paper forms, normalizing the business rules and data sufficiency support to one environment with one skill set requirement. PDF forms also offer flexibility to transition from paper to digital.

The Solution

The Air Force engaged Kofax to establish an extensible information capture service that could accommodate digitizing and transporting payroll and travel information and easily expand to accommodate other Air Force document capture requirements.

Using Kofax technology, the department successfully deployed a distributed capture solution across 140 Air Force bases around the world.

Marriott Transforms Key Finance Processes. The lodging leader develops a scalable global platform.

Paperless processes.
Optimized efficiency.

Background

Marriott International, Inc. is a global leader in the lodging business with more than 3,400 properties in 70 countries and territories. And one of the keys to its success is its relentless focus on what it does best: provide a world- lass experience to millions of guests every year.

The company is also a leader in using technology and innovation to achieve its business goals. That’s why it launched a major corporate initiative a few years ago to transform key processes supporting its finance organization, including accounts payable and claims management.

The Challenge

At the time, Marriott relied on time-consuming, paper-based work processes to manage two million invoices and 700,000 claims-related documents each year.

There were other challenges. There was no standardized, enterprise-wide process for accounts payable, since different Marriott organizations used their own approach. As a result, multiple in-house imaging operations sprung up over time, making the company responsible for managing a non-core business activity.

Similar problems affected the company’s claims management operations. Nonstandard processes caused inefficiency. The company was not taking full advantage of the power of automation. And associates were spending too much time finding, mailing and filing documents related to Workmen’s Compensation and casualty claims. The filing cabinets and storage bins used for claims documents also took up a lot of valuable company real estate. 

Bucknell University Case Study. Delivering Quality Materials That Reflect a Quality Institution

Challenge

Today’s colleges and universities compete to attract and retain the best students and faculty. In addition, they strive to cultivate alumni as champions and donors. For Bucknell University—a top-notch, private liberal-arts university in central Pennsylvania—rising to these challenges demands producing printed materials that reflect the quality of the education, while meeting tight timelines and budgets. 

Solution

The responsibility for meeting the printing needs for the university falls on the shoulders of Lisa Hoover, director of the Office of Publications, Print and Mail, and her staff. They, in turn, depend on Xerox digital printing technology. 

The department’s goals include keeping as much work in-house as possible, and quickly responding to customer needs with quality output. While some projects are still best suited for the department’s offset equipment, 65% of in-house work is run on Xerox digital presses. 

The Xerox® Color 800 Press with its 80-page-per-minute speed and 2400 x 2400 dpi images—fits the shop’s need for quality and reliability, as well as the physical space. The department has also added a Xerox® DocuColor® 252 to help handle an increasing volume of digital color jobs. It also relies on a Xerox Nuvera® 100 Digital Production System and a Xerox® 4595® Copier/Printer to deliver the same high quality to its monochrome work.

The Hewlett-Packard and Compaq Merger: A Case Study in Business Communication

As Carleton S. (Carly) Fiorina left Hewlett- ackard’s headquarters in Silicon Valley late on November 6, 2001, to head home after an especially hectic day at the office, she pondered her company’s merger plans.

At 10 o’clock that morning, Walter Hewlett, son of HP co-founder William Hewlett, called Ms. Fiorina, chairman and CEO of Hewlett- ackard Co. (HP). In their brief conversation, the co-founder’s son informed Fiorina that he and his family would publicly oppose the planned merger between Hewlett-Packard and Compaq. In addition, Hewlett told Fiorina that he would be issuing a news release within the hour to announce their decision. Then, just hours later, David Packard Jr., the oldest son of the other Hewlett-Packard co-founder, issued a statement announcing that he would also vote against the merger. 

Suddenly, the future of HP—the company that created Silicon Valley—seemed to rest in the hands of heirs who had never wanted an active role in their fathers’ company.1 Had Fiorina failed to effectively “sell” the deal to Hewlett and Packard family members before making it public? Had she underestimated the power and influence these family members might have in determining the future of the company?

Hewlett-Packard: The Company

In 1938, two Stanford graduates in electrical engineering, William Hewlett and David Packard, started their own business in a garage behind Packard’s Palo Alto home. One year later, Hewlett and Packard formalized their business into a partnership called Hewlett-Packard. HP was incorporated in 1947 and began offering stock for public trading 10 years later. Annual net revenue for the company grew from $5.5 million in 1951 to $3 billion in 1980. By 1997, annual net revenue exceeded $42 billion and HP had become the world’s second largest computer supplier. 

Tate Publishing Rewrites Publishing Market

Introduction

Tate Publishing of Mustang, Oklahoma, is one of the largest booksellers in the nation. The company was founded 12 years ago by the Tate family to create a Christian-based, family- wned, mainline publishing organization with a mission to discover and market unknown authors and provide them with the highest quality books and royalties. It has grown into a multi-million-dollar publisher that prints paperback books on Xerox equipment; the printing facility operates three shifts, 24 hours a day, seven days a week, producing tens of thousands of books per month.

The company employs 250 people nationwide and provides complete production, distribution, and marketing for the few authors it signs. Tate Publishing offers editing, design, e-books, audio books, Website design, marketing services, TV commercials, and book printing. The publishing company receives an average of 3,000 unsolicited contacts and submissions per month from unknown authors, of which only a single-digit percentage are considered. The company also serves high-profile authors, such as Lee Greenwood, Neal McCoy, Heisman Trophy winners, former presidents, and governors.

"The shift from offset to digital book printing has really been our stepping stone to success," says Ryan Tate, president and CEO of Tate Publishing. "Using our demandbased publishing concept, we are able to print short-run jobs in small quantities, enabling us to discover more unknown authors and play an increased role in the religious publishing industry, while remaining profitable."

Indeed, Tate Publishing is part of an irreversible trend to digital book printing. The most recent statistical report released by R.R. Bowker, the publisher of the Books in Print Database and the assigner of ISBN numbers, reports that over 70% of the total titles produced in 2009 came from what Bowker describes as non-traditional channels.

Reader’s Digest Adds a New Chapter in Customized Direct Marketing with the Xerox 1:1 Lab

The Challenge

Reader’s Digest is an industry leader when it comes to direct marketing initiatives – its response rates are typically much greater than the one or two per cent industry average, sometimes reaching double digits.

But with new developments in data mining technology and digital print, Reader’s Digest was keen to test the capabilities of data- driven, customized direct marketing with the Xerox 1:1 Lab. In addition to seeking an increase in response rates, the company wanted to test whether using intelligent information to cross-sell its offerings, including CDs, DVDs and books, versus a strict product line to product line approach, could positively influence its customers’ purchasing behaviours. As well, Reader’s Digest wanted to evaluate whether the use of variable graphics and offers could positively influence the customer’s behaviour enough to justify simplifying its current direct mail package that includes multiple marketing pieces and a return envelope. 

A typical Reader’s Digest catalogue promotion would include:

  • 24-page catalogue
  • 8.5” x 11” self adhesive labels stamp sheet
  • Contest device
  • Sweepstakes certificate
  • Personalized customer letter
  • Second order upgrade

Canon Solution Case Study Improving Legal Workflow Efficiency

General Overview

The customer, a law firm, offers comprehensive legal services to a wide range of clients in the gaming industry throughout North America and worldwide. In a heavily regulated industry like gaming, they knew the best way to learn was by starting from the inside—working with state and local government regulatory authorities that draft gaming legislation, rules, and regulations, and provide gaming counsel services to them. Throughout this case study you’ll see how their workflow went from being manually intensive and time-consuming, to an automated cost-saving process using Canon solutions.

Customer Workflow and Issues

Law firms generate and copy a tremendous amount of paper. Draft documents, complaints, motions, interrogatories, jury instructions, settlement agreements, and appellate briefs are generated on a daily basis. Copying and scanning supporting documentation are also critical components in their document workflows. During the discovery phase of the litigation process, the use of Bates Numbers allows all these documents to be shared by multiple parties, with a guarantee that all involved are using the same document.

The customer had many challenges that affected their document distribution and device management. Their process for distributing documents was very labor intensive which became quite costly. With no document management or archival strategy, the firm was manually filing documents and placing them in cabinets for storage and retrieval. To meet requirements for document sharing, they were hand-labeling documents so that they could be viewed by both internal and external parties—an extremely time-consuming and manual process. When reviewing their document-related processes, it was apparent that better, more automated options needed to be pursued in an effort to achieve greater company effectiveness.  

Ricoh Green-Office Solution Helps One of the World’s Leading Industrial Companies Reduce Its Global Carbon Emissions

The Challenge

Like many other multinational organisations, AkzoNobel’s print and reprographics infrastructure had grown organically. A fleet of stand-alone printers was proving expensive to run and provided little control over usage. Print volumes were growing and, with the company using inefficient equipment, carbon emissions too were higher than necessary.

Letters, reports and other documents, some of which contained confidential information, would sit in printer catch trays waiting for collection. Employees, unable to find their work amongst other documents, would sometimes duplicate work by printing it again. The print environment was not controlled and was less
efficient and secure than it might otherwise have been.

In a bid to establish a more effective print infrastructure, AkzoNobel turned to Ricoh. The company wanted to introduce more efficient technology, reduce the number of print devices used, control print usage and establish
a more secure print environment. The company, which is committed to sustainable environmental practices, was also keen to improve its green metrics.

Ricoh’s Solution

Ricoh analysed the existing infrastructure, auditing print volumes and recording green metrics such as energy consumption. Analysis suggested that by deploying more capable multifunctional products (MFPs) and introducing Ricoh Output Management and Security software, it would be possible to
remove many stand-alone printers and reduce the number of MFPs by a third.

Lions Clubs International Finds Printing Production Efficiency with the RICOH Pro C901 Graphic Arts Edition

ABOUT THE CUSTOMER

Lions Clubs International is the largest service club organization in the world with 1.35 million members in 206 geographic areas and countries. Since 1917, Lions Clubs have offered people the opportunity to give something back to their communities. From involving members in projects as local as cleaning up an area park or as far-reaching as bringing sight to the world's visually-impaired, Lions Clubs have always embraced those committed to building a brighter future for their community. Lions Clubs International Headquarters is located in Oak Brook, Illinois and has an in-house print facility to serve the 320 people that work there.

CHALLENGE

As an organization that prides itself on providing outstanding quality and services to the community, Jim Sinclair, Print Production Manager at Lions Clubs International, recognized an opportunity for enhancing its in-house printing facility when the printer equipment contract came up for renewal. The emergence of digital and Internet technologies in recent years has brought about new printing trends that are changing the way companies do business.

Therefore, to keep in line with Lions Clubs’ stringent commitment to quality and address its ever-expanding collateral needs, Sinclair knew that automation was the answer to his needs. “Ultimately, my goal was to lower the printing costs,” said Sinclair. “If I am set up with a good structure and can keep more work in-house it will save us more money, which in turn will support our clubs.”

Lions Clubs prints a number of different types of applications each year, including booklets, brochures, flyers, letters and other correspondence that goes out to the different clubs. Sending flyers, brochures, letterhead, envelopes, etc. to an outside printer can be costly and require a lot of administrative paperwork — taking longer than the time available to complete a project and leaving more room for error.

CASE STUDY: CONSTRUCTION INDUSTRY - Miron Construction Building Excellence Through Improved Business Processes

CHALLENGE

  • Needed a more efficient way to transfer plans, permits, specifi cation sheets, estimates, and billing information between architects, subcontractors, and regulatory agencies
  • Needed to signifi cantly reduce the cost of sending hard copy paper documents via mail and courier service
  • Needed to improve accounting processes by digitizing workflow
  • Needed to streamline creation of multi-page Operations and Maintenance Manuals done

STRATEGY

  • Installed eCopy ShareScan® on all existing digital copiers
  • Installed eCopy Desktop™ on all employee desktop PCs for simple document editing and sharing
  • Created a centralized Web-based project management site to make documents easily accessible and reduce the amount of time for approval cycles

RESULTS

  • More efficient workfl ow for managing numerous documents sent in and out of the company
  • Significant cost savings by reducing overnight courier services by 45%
  • Improved business communication processes made detail-intensive projects move through the company faster
  • Minimal training was required for employees; and they can access the project management site from home, reducing the risk for losing hard copy paper documents or for unauthorized people to view sensitive information

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