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Naval Special Warfare Group Four

Executive Summary / Abstract

Naval Special Warfare (NSW) is a division within the U.S. Navy that includes more than 2,400 active-duty Special Warfare Operators, known as SEALs. All of these personnel are divided among “groups”. NSW Group 4 (NSWG4) consists of three Special Boat Teams (SBT) and one international training command—all working together towards the common goal of fighting the global war on terrorism. In the past, NSWG4 always had more than adequate numbers of craft, engines and spare parts. However, with today’s current high demand for combat operations, security force assistance (SFA) and fiscal downsizing, NSWG4 had to develop a different business sustainment model to complete missions with less assets.

The solution expertly weaves Lean Six Sigma, Agile, and dynamic BPM into a system called SWIFT—which successfully met this challenge, and exceeded expectations. Within a 6 month time-frame, NSWG4 had an automated workflow solution in place that reduced procurement lead time, improved accuracy, visibility, and all around satisfaction and improved performance of the Government Purchase Card Program (GPCP) process. The automation for the GPCP using SWIFT provides visibility into the process, standardization, and forcing function for over 6,000 purchases and $5.2 million spent annually.

National Institute of Mental Health, USA

Executive Summary / Abstract

There is a critical need within the government to manage IT procurements in such a way as to ensure compliance with organizational and governmental standards, to secure the appropriate review and approvals for all such procurements, and to account for procurements and expenditures. To achieve this objective, the National Institute of Mental Health (NIMH), part of the National Institutes of Health (NIH), needed a more effective methodology and a more efficient business process for acquiring, tracking and managing IT equipment procurement. NIMH was able to accomplish this goal by designing a procurement process that supported compliance requirements, while also providing a comprehensive review and approval process for all procurements. To develop and implement that process, NIMH licensed business process management (BPM) software to automate and streamline its IT Procurement system.

Farmers Insurance Group,  United States

Executive Summary / Abstract

To leverage the power of their many recent acquisitions, Farmers Insurance Group assembled a road map of activities encompassing more than 300 separate initiatives to be accomplished through cooperative efforts between business teams and IT. Farmers’ challenge was integrating the technology of legacy customer services systems from their acquired companies and, in doing so, ensure a unified consistent standard of quality of customer service for all Farmers customers.

Lincoln Trust Company, USA

Executive Summary / Abstract

Lincoln Trust Company constituted a BPM program in 2007 with the initial goals focused on operational efficiency and going paperless in our back office processes. The overall program has been widely acknowledged for its tremendous success and directly contributed to Lincoln Trust Company’s survival in the face of the global financial crisis. This paper discusses the continuation of the program and specifically describes our experiences implementing one of our most evolved BPM processes to date.

Over the past year Lincoln Trust Company has faced a new, better, and very significant challenge- growth! One of Lincoln Trust Company’s most strategic business channels has developed a partner channel that has resulted in a 100% increase in sales from last year and is anticipating 1000% increases in new plan establishment. Thrilled with the prospects, but concerned with the impact to new customers, staff, and budget, Lincoln Trust Company executive management decided to leverage our BPM competencies to achieve a vision to provide “white glove” treatment to our new customers, automate the process, and significantly reduce the need for additional staffing within the business unit. The new business process is not only allowing us to efficiently establish significant new business, it is also seen as a sales differentiator helping our sales staff win new business. For the first time, IT is being invited by the business on sales presentations to partner in the discussion of superior process and technology for our customers.

Danfoss Power Electronics, USA

Executive Summary / Abstract

This case study presents the experiences of a manufacturing company with taking the first step towards adopting BPM. The company used process mining in SAP to tackle a highly turbulent inquiry-to-invoice process which hindered customer relationships and employee satisfaction. The case highlights the steps of getting from raw event data to business implications. It shows how using a combination of interdisciplinary skills and basic technology applications can be a springboard leading to a wider adoption of BPM in companies with a previously low process orientation.