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Corsicana Bedding, Inc., a national mattress manufacturer, was facing challenges in managing its documents and cash flow. For each delivery, the company produces an invoice which acts as a proof of delivery document. With over 350 deliveries a day, the company wanted to invest in a system to collect information from all locations and make it immediately available to the corporate office. The situation the company faced was that information took too long to get back to the corporate accounting department so that customer account information could be updated and reconciled. In addition, responses to customer questions were delayed until the information was received. Business critical documentation was being shipped by multiple people from various locations. This presented a huge challenge for customer service personnel located at the corporate office, often making it extremely difficult to research and resolve disputes quickly. This in turn led to upset customers who simply wanted answers.

TECHNO COLOR's huge volume of documents had become increasingly problematic: every day, about 1,000 pages of paper were tucked into binders and stored throughout various departments. Records from recent years were clustered in huge wall systems, while older documents were stored in dedicated warehouse space on pallets. This was all done in order to meet the legal requirements in their industry for document retention. Aside from all the wasted space, this paper-based archive had another problem – the search time that employees used to find individual records. Even employees working on the same project often had to look through different departments for delivery slips, contracts, test results or measurement protocols. At that point, copies were often made, so that duplicates were again stored at someone's own desk. This did not, however, guarantee that the information they found was the most current - like whether new details were discussed with a client, if new parts were already announced or if a recall was expected.

Norbert Dentressangle, a leading company in the Spanish logistics sector, was facing challenges with managing over 90,000 paper records per month. The company was struggling with the time-consuming process of registering, storing, and retrieving documents. The process was so labor-intensive that two full-time employees were dedicated to handling incoming documents. Additionally, customer inquiries and requests from external offices led to further delays and inefficiencies. The company needed a solution that would not only reduce the time and cost associated with document management but also improve customer service by providing easy access to the document pool.

The Illinois Environmental Protection Agency (IEPA) was facing several challenges in managing its vast amount of documents. The agency needed an efficient way to store, access, and distribute all kinds of documents including engineering drawings, permits, technical reports, sample data, compliance documents, photos, and inspections. Thousands of documents were submitted to the IEPA each month, primarily for permit reviews and inspections. The original paper documents and microfilm were physically housed in the headquarters’ office, making it impractical for field office employees from all over the state to review a file. This required the IEPA to either ship the original documents back and forth between offices or maintain duplicate copies. Copying large format drawings and engineering documents was costly for the IEPA, who was forced to pass the cost on to private industry. The Bureau of Land’s three record rooms contained 1.5 linear miles of paper files in addition to copious amounts of microfilmed records. Maintaining such a large volume of records consumed staff resources, lengthened record retrieval time, and contributed to deteriorating file integrity from copying and shipping records. Meeting the Freedom of Information Act and providing communities, legal firms, environmental consultants, and concerned citizens with requested information was also a daunting task. The agency could receive 500 requests for a 1000 page file forcing them to devote significant time and resources in meeting these requests.

GE Capital Bank, one of the premier financial institutions in Poland, was facing challenges with its paper-based document management system. With a consumer loan portfolio exceeding $1 billion, the bank had several hundred users accessing loan documents. However, the paper-based system meant that the same document could not be used by more than one person at a time. The retrieval process was time-consuming, with documents demanded from the archives taking a day to be available. This was particularly problematic for the Customer Service and the Vindication Department, who needed to process loan requests and other loan-related matters quickly.

The Mobil Oil Health Insurance Fund experienced a rapid growth from 3,000 members in 1999 to over 500,000 members in 2002. This growth was due to a change in law which opened corporate health insurance companies to external members. The rapid influx of members posed significant challenges for the staff, organization, and IT infrastructure. Mountains of paper started to pile up and the manual filing cabinets appeared to be growing unrestrictedly. In order to have fast answers for its members and to manage the internal paper flood, the Insurance Fund decided to implement a document management system in 2000. The electronic filing system was meant to create “space for employees instead for files” and shorten filing and research procedures.

FALKE, a clothing company, had been storing its documents digitally since 1997 with the help of a service provider. However, this process was not efficient as documents were unavailable for a week and customer enquiries had to be stalled. Access to data was not user-friendly and was not possible from workstations. Copies were therefore often stored locally in departmental and workstation archives. FALKE was also looking for a system that could be expanded over time, allowing foreign sales companies to be connected in stages, enabling direct access to documents from the individual departments’ applications, and the introduction of a workflow to optimize document processing times. The company generates a thousand outgoing invoices each day, in paper form alone enough to fill an entire file. They are printed from COLD data. In addition to this there are 50 customer documents a day, 2,000 ledgers a month, 70,000 accounts lists a year, as well as 50,000 incoming invoices, 20,000 internal documents, and 15,000 payment documents for credit transfers or checks each year. This comes to an annual total of half a million documents, with retention periods of up to 10 years.

As a growing practice treating more and more patients every year, LVCC spent a lot of time and money filing and storing patient records. Each new patient meant more records to process, track and store. Not only are patient records difficult to manage due to their large sizes, but because LVCC is required to keep these records on file for seven years they were forced to keep the overflow in an off-site storage facility. Another problem for the office was the labor-intensive task of having the daily patient records prepared for the doctor. Given the number of patients and records, it was becoming difficult to retrieve the files. Additionally, the center’s fax machine generated a large amount of paper-based information that needed to be managed. Each day the office received requests for medical records, referrals, prescriptions and EKGs for its patients.

Oaklawn, a mental health treatment facility, was looking to move their Patient Financial Services department from being outsourced to an in-house department. They needed a solution that was easy to install, learn, and use on a daily basis. The solution should not hamper the new department’s workflow or consume limited office space. They needed a solution with a low total cost of ownership that could help them meet the privacy and access requirements defined by the Health Information Portability and Accountability Act, commonly known as HIPAA. Additionally, the system needed to be flexible and able to be rolled out across the organization.

Independent School District 196, a K-12 public school district in Rosemount, Minnesota, was struggling with a paper-based hiring process. The district, which serves more than 28,000 students and is one of the area’s largest employers, was facing administrative headaches due to the manual review and check-out of resumes. Principals and hiring supervisors had to visit the district office in person to review applications, which was time-consuming and inefficient. Additionally, the HR department was maintaining employee files in paper form, which posed security risks and made it difficult to comply with governmental and internal regulations.

Comelf AG, a Romanian manufacturer of technical components, parts, and machines, was struggling with an overwhelming amount of documents that were disrupting their work processes. The purchasing, sales, and technical departments were responsible for managing the majority of these documents, which were created, copied, processed, and then stored locally every week. For time-critical processes, email was also used. The flood of documents was particularly disruptive for the purchasing department. If a department needed a certain product earlier than planned, this request would unleash a series of unclear processes in purchasing. A buyer had to search through documents page by page, before digging through old email. This process was lengthy and a time-waster for employees. The subsequent approval process wasn't much simpler: signatures were not easy to obtain, especially if colleagues were working outside the office. Small details could derail the entire process.

Salmon Companies, a key service provider for the United States Postal Service (USPS), has grown from a regional transportation company to a nationwide entity with a fleet of 1,500 trucks. Despite their growth, they faced challenges in managing their business productivity and operating costs. Their accounting system was outdated and inefficient, leading to increased costs and reduced employee productivity. The company needed a solution that could automate their accounting system, reduce costs, and provide fast, secure storage and access to information. Additionally, when Salmon acquired a company that used DocuWare, it was crucial for the two companies to merge their processes to meet government requirements.

Carubba Collision, a body shop conglomerate in upstate New York, was experiencing a high growth phase, opening 4-6 new locations a year. This rapid expansion posed a challenge for the company's accounting department, which was struggling to manage the increasing volume of invoices and other financial documents. The company was using PSIcapture to transfer invoices into QuickBooks for processing, but the management team felt that a tighter integration between platforms could be achieved by implementing DocuWare’s workflow automation capabilities.

Total Environmental & Power Systems, Inc. (TEPS), a top telecommunications contractor in California and Nevada, was facing challenges with its paper-based accounting workflow. The company received a request from a large customer for electronic copies of their material invoices to better understand the material charges. Additionally, almost 90% of the invoices TEPS received were digital, making the paper-based format inefficient and outdated. The company needed a solution that was mobile-ready, cloud-based, and easy to implement and maintain.

On Point Custom Homes, a Houston-based custom home builder, was in need of a cloud-based solution that would allow its employees to access data and review and approve invoices remotely from job sites. This need was further amplified when the company experienced a server and backup drive crash, forcing them to revert to a paper-based system for a few months while they researched the best fit digital solution. The company required a solution that was mobile-ready and offered security and flexibility.

Southeast National Bank (SENB) was relying on a time-intensive paper-based system for their accounts payable department. The process involved making copies and shipping documents between branches for approval. This was not only laborious but also slowed down the invoice approval process significantly. The bank was ready to improve their accounting processes and streamline their workflow. They were looking for a solution that offered flexibility, security, and a quick onramp time.

The metal manufacturing company was previously storing all their important documents in paper folders, which were sometimes archived multiple times in different departments. The space needed to handle this growing flood of paper and the time needed to carefully file around 100 orders a month became increasingly problematic. The company needed a solution that would not have interface problems with other software solutions in the company.

United Family Services (UFS), a nonprofit organization in Arkansas, was struggling with a paper-driven system for managing their services. The process of file management and sharing was slow and cumbersome, especially when a client moved and the paper files had to be manually transferred to the new office location. UFS wanted to implement an electronic database that would allow documents to be securely accessed and shared digitally. The main driving factors for this change were cost and ease of use.

The HIT provider is responsible for setting up electronic medical records for health care providers. To do this, teams would have to manually parse through a number of different applications and spreadsheets that are set up in different formats, and can even be on paper, making it error-prone, which leads to costly rework. Getting clients online was also inefficient, taking an average of 20 business days to get one client online. As a result, they began their automation journey. They understood that in order to effectively scale their automation initiative, they needed a tool that could easily extract data from legacy software and documents from Excel, decompose that data into easy-to-understand models, and be optimized for automation.

The insurance organization had acquired over 15 companies over the last 20 years and was using over 350 platforms to perform their day-to-day activities. This resulted in over 15,000 workflows, which required staff to spend countless hours performing repetitive, manual, and error-prone tasks. The organization realized that this method was not sustainable in the long run, especially if they wanted to keep up with the constant changes happening in the marketplace. They set a two-year transformation goal that would eventually relieve them of their reliance on outdated legacy systems and improve the security and satisfaction of both customers and employees.

The insurance provider was looking for an effective solution to make the reconciliation process more streamlined and efficient. This process previously has been a source of significant stress for employees because it was manual, repetitive, and prone to costly errors. The organization tried to hand off the manual work to more junior members, in hopes that senior employees can focus on more value add tasks. However, this was not the case - supervisors ended up spending countless hours performing rework to fix errors. It became absolutely critical for the organization to look at other work management methods to effectively support teams and reduce costly errors.

The Bank, a top 5 global bank, was struggling to achieve compliance in an environment of ever-changing and complex regulations. This was proving to be a challenge as teams were spending too much time doing manual work. Business units were relying on a highly manual, labor intensive, spreadsheet-driven process that was prone to errors and oversights, cumbersome, expensive and static. It also made it impossible to generate reporting to provide an executive view of compliance progress. Because the process was essentially manual, it was dependent on the availability of key stakeholder participants to provide input. This made it extremely difficult to collaborate and reliably incorporate interpretive feedback. Regulations were changed frequently. The lack of a tool to enable detailed mapping and analysis of anticipated regulatory changes left the Bank exposed to material risk.

The customer, a large telecommunications provider in the United States, had implemented Robotic Process Automation (RPA) to automate many business tasks and drive their digital transformation. However, they were dissatisfied with the RPA vendor they initially chose due to underwhelming ROI, the high degree of technical skill needed to navigate the platform, and the sub-optimal quality of automations that kept experiencing break-fix cycles. They considered Microsoft Power Automate as an ideal alternative that could address all their challenges. However, switching to Microsoft Power Automate meant that they had to rebuild each of their thousands of bots from scratch, a prospect so time-consuming and expensive that it was difficult to justify.

Avanade, a global professional services company, was facing challenges in managing and executing their clients' business processes. They were struggling with restrained scale and speed in managing their customers’ automations. The core business processes were changing frequently and it was difficult to keep automations optimized, innovative, and aligned with the changing business at the rate needed. Many of their digital workers were built on legacy technology, which were implemented on first-generation platforms at the time of implementation. This resulted in a real opportunity to convert existing automations to a newer generation RPA platform like Microsoft Power Automate, and convert micro-tactical automations to broader end-to-end process automations. Another challenge was poor customer experiences due to legacy automation deficiencies. The automations were challenging to optimize and update, leading to a deficiency in delivery excellence.

24 Hour Fitness was facing challenges with their existing system. Their orchestration, transformation, and business rules were buried in Java code, making it time-consuming to understand how their systems operated, bring new hires up to speed, and answer use case questions. The complexity of their business rules and the general mistakes that naturally occur in human communication made it time-consuming and error-prone to translate information from the product owners to developers and vice versa.

DB Cargo, the most productive freight railway in Europe, faced a significant challenge in long-distance, cross-border traffic - ensuring the reliable and on-schedule transport of cargo. As part of the European production alliance Xrail, DB Cargo aimed to optimize cross-border interoperability through a central broker and agreed process models. However, the initial architectural approach to connect DB Cargo to the Xrail production alliance proved inefficient. The business logic and technical functions required for the Xrail processes had to be distributed across all involved systems, leading to increased complexity in service orchestration and transformation functionalities.

Deutsche Bahn, one of the largest transport and logistics companies in the world, was facing a challenge with its document-heavy process of providing reports on compensation obligations to the federal railway authority and other national authorities. This process was manually controlled and involved employees of various Deutsche Bahn subsidiaries as well as external consultants. The aim of the project was to shorten processing times and establish a uniform group-wide approach, including compensation commitments. The requirements for the project evolved during development, necessitating an agile approach.

Zalando, Europe's largest online platform for fashion, was facing a challenge with the processing of its customer orders. The process included business logic and numerous service integrations, such as the coupon service, the stock service, the payment service, the partner service, and integration with the logistics system and SAP. The logic of this process was extremely complex and covered many special cases, which depended on factors like the location of the customer, the method of payment, or shipping address. The process had initially been automated via a self-developed 'process framework'. However, this was not optimally designed and difficult to understand for the product managers. The process documentation and the actual code diverged again and again and the process logic was spread across multiple systems. As a result, it was almost impossible to understand the actual operation of this strategically important core process.

Helvetia, a successful and international insurance group, was facing a challenge in the context of digitalisation. A central system for customer management had to be opened up to further channels. Extended, automated and manual review processes had to be implemented for changes made to personal data. Specific information and processes that were dependent on how certain data was changed were also required. In order to manage the processes during different types of events, a wide range of technical rules were required. Helvetia wanted to build a new central application that would store all assignment processes. These processes would review information and communicate with mailboxes according to the organizational structures in place. The department also required detailed reports on the processes and their tasks, for instance on throughput times.

Sparta Systems, a provider of enterprise quality management solutions (EQMS), was looking for a technology to manage workflows for its next-generation cloud-based products. The company wanted to offer a role with its software that enables business or compliance analysts to create and deploy business processes. While this could have been built internally, Sparta preferred to leverage third-party technology to take advantage of new features and functions without dedicating development resources to the effort. The company evaluated several BPM products, using criteria such as open source/OEM friendly license, wide community adoption, open standards and native support for BPMN 2.0, designer/modeler tooling availability, exposed APIs, embeddability within their application or consumable as a service, database support, scalability and performance, and process versioning.