Orchestrating the Art of the Impossible Using Low-Code to Automate Manual Workflows
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Task and process automation is often praised as the holy grail of cutting costs and maximizing profitability. But what about less tangible activities such as compliance and auditing? Join Standard Insurance Company and hear how OutSystems helped them automate and minimize manual work steps resulting in across-the-board efficiencies that saved time and money.
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Orchestrating the Art of the Impossible Using Low-Code to Automate Manual Workflows
- 1. Orchestrating the Art of the Impossible Using Low-Code to Automate Manual Workflows Webinar October 3rd, 2019
- 2. 2 Tony Abedini Solutions Architect The Standard Justin Yoder Systems Analyst, ITSD The Standard Presenters
- 3. 1. Introductions 2. Background 3. Challenges 4. Solutions 5. Results 6. What’s Next? 7. Q&A Agenda 3
- 4. StanCorp Financial Group 4 • Founded in Portland, Ore. 1906 • Wholly-owned subsidiary of Meiji Yasuda Life • 3,000+ employees • Assets under management: $35 billion • Insurance Services Group (ISG) • Core business includes group life, disability and dental; individual disability; workplace absence management/health advocacy programs • Asset Management Group (AMG) • Core business includes retirement plans; individual annuities; institutional investment advice and management for groups and individuals; commercial mortgages
- 5. • Risk remediation of deprecated technologies • VB6, PowerBuilder, Java, MS Access etc… • “Webify” where possible • Automate manual work • Physical paper, pictures attached to email, printing/signing • Create service layer (APIs) to interact with internal apps • Workflows Low-Code Goals 5
- 6. • Lack of experimental funding • Unexplored potential of low- code in manual workflow • Risk perception for low-code • Traditional development community protective of “turf” • Perceived change management challenges for automation Challenges 6 If you bring this into our organization, what are we going to do? -Developer “ ”
- 7. • First stop: IT Leadership • Proof of Concept • Included all levels of stakeholders (developers to executive VPs) • Business execs sponsored and funded • Backlog of 40 apps in a matter of weeks • Champions included VP of Finance, Head of PMO, and Head of Architecture Mobilizing for Change 7
- 8. Manual Workflows of the Past 8 Online JE Spreadsheet Standard Proprietary Staging Tables in LawP Approver Document is Shipped to Treasury Employee Treasury Lawson OLE DB Spreadsheet Employee Documents Shipped to QA QA Lawson Production 3 Employee sends JE and Supporting documents to approver 4 Approver signs JE and Supporting Documents 6 Treasury reviews Supporting Documents, verifies approval, and uploads to Lawson via the Lawson OLE DB Spreadsheet 8 QA reconciles Lawson GL activity to JE and Supporting Documents Image Processing Filenet Documents Shipped to Image Processing 7 Treasury sends JE and Supporting Documents to QA 9 QA sends JE and Supporting Documents to Image Processing 10 Image Processing scans JE and Supporting Documents into Filenet 1 Employee Fills out online JE Spreadsheet and submits JE for processing 2b Employee Prints Online JE Spreadsheet and Supporting Documents. Lawson OLE DB Spreadsheet pulls JE details from Staging Tables that were populated at step 2a 5 Approver sends JE and Supporting Documents to Treasury for Processing 2a Details of JE go to staging table in LAWP database. Electronic Journal Entry is now Complete in Lawson
- 9. • Digitized and optimized 13 manual, paper-based processes • UI, BPT, APIs • Dedicated workstreams with Finance & Accounting, and Shared Services groups • RAD / Agile / Scrum First Production Solution 9
- 10. Solution 10
- 11. Solution 11
- 12. Solution 12
- 13. Solution 13
- 14. Solution 14
- 15. Results 15 Improved administrative process efficiencies One-click compliance report for easy auditing Real-time global collaboration Performance Metrics (ID bottlenecks, improve processes) More effective delegation of resources Money Saved
- 16. 16 Solution – Audit Logs
- 17. 17 Solution – Business Process Overview
- 18. Results 18
- 19. Results 19
- 20. Results 20
- 21. Results 21
- 22. Results 22
- 23. Needs • Modernize internal processes • Replace disjointed sharepoint applications • Next-gen Automated Medical Underwriting • Explore 3rd party integrations previously not feasible What’s Next? 23 Aspirations • Customer portal - B2C - connect to external customer • B2C/B2B Portal - connect to benefits admins to access their employees' benefits package • Mobile – 401(k)
- 24. Q & A 24
- 25. The Standard is a marketing name for StanCorp Financial Group, Inc. and subsidiaries. Insurance products in New York are offered by, and the sole responsibility of, The Standard Life Insurance Company of New York, 333 Westchester Avenue, West Building, Suite 300, White Plains, New York. The Standard Life Insurance Company of New York is licensed to solicit insurance business in only the state of New York.
Editor's Notes
- Risk remediation of deprecated technologies: VB6, PowerBuilder, Java, MS Access etc “Webify” where possible Manual work automation - physical paper, pictures attached to email, printing/signing Looking at plain Services (APIs) in OutSystems. Creating service layer to interact with other applications within Standard. Workflows - assign to someone, review, goes through 10 people to get approved, completed
- IT leadership first w/proposal Piggy-backed off of start-up that used low-code Proof of Concept Manual process and VB6 app that was actively being remediated→ converted into web applications and demonstrated to various biz groups Demonstrated across all levels of stakeholders (developers to Exec VPs) Light bulb went off → can apply to other areas Business Execs sponsored and funded for first production apps Pushed IT along Backlog of 40 apps in a matter of weeks. People came out of the woodwork to fix their tech problems/apps. Manual work automation Champions included VP of Finance and Head of PMO
- Automated most manual work using 2 applications, with UI built on top of BPT Specific workstreams with Finance & Accounting, and Shared Services groups Why Outsystems/low-code? Record of building apps in a timely fashion and reasonable costs has been less than desirable across the company Cost control measures reduced our abilities to bring additional resources Needed a reputable vendor who could help us accelerate delivery Outsystems beat everyone else we looked at in ability to deliver
- Workflow automation allowed us to reassign resources to more important areas of the business Administrative process efficiencies gained - what took days now takes minutes Saved a significant amount of money each month Can now measure and apply metrics to performance in order to ID bottlenecks, improve processes One-click compliance report for easy auditing Digital system allows for real-time global collaboration (outsourcing)
- HOW TO BALANCE: Understand priorities of business Gather requirement, do testing, push to prod Matrix of priority and impact → save money? Inscread rev? CSAT? Cost to develop?