Raiffeisen CompanyMedia

Preliminary situation and technique

In the 2010th in bank need of transition to new electronic document management was clearly realized. In the end of the year formulation of business requirements began. The main objective consisted in automation of office-work in office, managerial document flow, including the entering, outgoing documents and also all organizational and administrative documentation.

Own recording system existing at that time and accounting of documents ceased to meet the increased requirements of bank. It was necessary to replace the movement of originals of documents with movement of their electronic images, having implemented stream scanning and to create the database of documents with search capabilities, constructions of reports, access isolation on roles, statistics. Integration with the personnel system of bank was one of important requirements. Besides, it was important that EDMS had to familiar users of bank the interface of the internal software.

The bank aimed to be the basis for business requirements to EDMS the processes existing in divisions, however over time, especially in the detailed analysis of logic of work of different workflow systems, it became clear that there are in bank processes which others could build, in many cases in a more effective way. "I am grateful to our functional divisions for the fact that they were ready to discuss such changes, and as a result we managed very many requirements to arrange under systems capabilities without loss of quality" — Renat Lotfullin, the chief of administrative department of bank says.

The project was separated into two parts: Moscow and regions. It was obvious that in the beginning a system should earn effectively at the central office and only after that it can be extended in regional branches. Just at that time there was a complex reorganization of regional network of bank before which end it did not make sense to carry out implementation in regions simply. The tool was selected long enough, considered many products, two got to a short list. Raiffeisenbank selected the Company Media system of InterTrust company as the most precisely meeting the delivered requirements. The implementation team was absolutely small — five people: two specialists from IT management and three, including R. Lotfullin, from the functional customer — administrative department.

Renat Lotfullin remembers: "Despite everything, we had no doubt that such small command will cope with an assigned task. Each member of the group of implementation was very professional in the field of the responsibility. And the fact that all employees performed works on implementation at the same time with the linear duties helped not to come off too far real processes which were going to be automated".

In the course of implementation in bank tried to leave as little as possible from the boxed solution of vendor. As R. Lotfullin explained: "On us a good impression was made by internal logic and methodology of the selected solution. It was pleasant how the principles of document science in this software are implemented as lifecycle of the document is supported as the existing regulatory base is reflected". The group of implementation had to work hard with heads of structural divisions to find a method to implement their requirements standard means of the selected system and to reduce number of completions. It was difficult, but only four completions, including integration with a personnel system were as a result ordered, plus one completion was made by own efforts by IT specialists. That the bank needs to implement EDMS anybody had no doubts, R. Lotfullin notes. But as using this tool to automate processes of specific divisions — this issue needed not just to be discussed with heads of each direction, but also to convince them. "In the beginning all said: we have a process absolutely another, it is necessary to change a lot of things in a system" — he remembers. However after many joint discussions and explanations in most cases it was possible to change this position. Change of the sphere of responsibility of office became one of the joint purposes: for example, not only delivery of the document in division, but also its further processing, preparation of the connected documents, the placement to archive, i.e. all lifecycle.

Earlier employees worked in group mailboxes, stored and sent different the scan images. The task all this was set to cut off and to exclude not gradually and in parallel, and at once. Company Media does not support the depersonalized group boxes that was to the good for an implementation team.

Certainly, in many cases in order that it is better to understand logic of EDMS, in divisions held preliminary testings. They were made much even before trial operation, on test bases. All people involved had an opportunity to press buttons, to look at the movement of documents, to estimate new functionality, to provide as it will work with "vba".

It is impossible to tell that no resistance existed in general, in the minimum type it is also now, Renat Lotfullin considers. "But from the very beginning — he remembers — we managed to convince those who most of all work with the documents (entering and proceeding for example) that it will be more convenient to work in a new system with it. The first month was very heavy especially as we in an exclusive order permitted users not to make out for this time each question the request help-desk, standard for bank, and to ring directly group of implementation. It allowed to separate the arriving calls into the questions requiring simple consultation and the valid questions of working capacity or setup of a system. According to such addresses we, revealing trends, already independently made out requests in IT department and to vendor. Certainly, we prepared detailed and evident instructions for users. Though, of course, many did not read them, considering, probably, that so they will save the working time. I think, about 80% of questions at the very first stage of work could be avoided if all studied these instructions in advance. Considering, however, that new software for the user always a big stress, we in many cases followed the tastes of our internal client, explaining many times same to different employees".

Result

In one and a half months after input of a system in operation the group of implementation began to receive positive responses from structural divisions. Process became more transparent, the mailbox from an unstructured flow of messages unloaded. The flow of papers was sharply reduced. In the beginning employees tried to duplicate processes — still to work both with the original, and with an electronic image, but the group of implementation watched closely it, and now paper is practically not used. "The uniqueness of the entering document number is very important. All divisions should be sure that we will not register the copy, then duplication in a system is possible. We agreed about it after deployment of EDMS, but it allowed colleagues to trust us and it is essential to accelerate and expedite matters. Now nobody doubts any more that if the document is registered in EDMS, so the original of a proper type came to bank" — Renat Lotfullin notes.

Document flow affects all departments, additional offices of bank. In departments some queries coming from state agencies are solved, and transition to EDMS was very important for them as delivery of the original document is always integrated to additional expenses and risk of a delay at ways or losses of documents. With transition to electronic document management the original is not necessary for execution any more, respectively the volume of paper document flow with departments was considerably reduced.

In general a considerable part of work on incoming documents is connected with requests of state agencies. But it and the most risk part. Such documents require execution in the terms which are strictly stipulated by the law, and for violation serious penalties are imposed on the organization and on officials, sometimes percentage of a transaction amount. The control of execution of documents organized in EDMS helps to reduce risks in this area very much. The office at registration of a certain, most risk part of the requests arriving from public authorities puts documents for control, specifies normative completion date. After that a system traces the fact and completion dates, informs interested persons on possible delays or non-execution. Labor costs on this functionality considerably decreased how it was organized before implementation. Besides, thanks to transparency of a system and possibility of differentiation of access rights it is not necessary to disturb the staff of divisions now once again: all information is available to responsible specialists.

The whole 2011 left on implementation in Moscow. According to Renat Lotfullin, was not without problems, but nothing frightening occurred, and EDMS came for normal commercial operation. In Moscow at bank one, centralized expedition and office that too facilitated case.

Territorial deployment and expansion of functionality

Regions were left for 2012, and now implementation in them is well under way. Here the situation developed very uncommonly. In the beginning the group of implementation spent a considerable part of time for the analysis of volume requirements for regions: the number of active users, the number of documents on types. On the basis of these data IT infrastructure, necessary for system deployment, on places was calculated and schemes of its geographical distribution were selected. At the same time reorganization processes in regional offices approached a final stage that, in turn, allowed most divisions to centralize own processes. Thus, the calculated number of active users decreased more than twice.

Currently the primary operating activities in regions happen in so-called hubs — basic bank branches. Their of everything six over the country, and they in the majority correspond to the state federal districts. On places sales processes are generally organized and there is no direct customer service, either accounting, or operational divisions there. With respect thereto in bank the decision to centralize acceptance, registration and processing of the arriving documents at the level of the relevant regional centers was made. This summer in Central Federal District such process is adjusted. All documents come to an expedition to the relevant regional center which is located in Moscow, and already from here in case of need in a type the scan images are delivered to operational offices. Certainly, in addition to convenience of such scheme to operational processes of bank it was succeeded to lower also labor costs for work with documents in general on the regional center. Besides, this measure allowed to reduce even more quantity of necessary jobs in EDMS.

Such organizational changes as documents acceptance are also the most difficult and labor-intensive part of implementation, but not directly deployment of software, Renat Lotfullin emphasizes.

Now there is a trial operation of a system to the CFD, in bank expect to unroll until the end of the year it in two-three regional centers. "Nothing constrains us any more — Renat Lotfullin says. — Processes are smoothly running, we provide distance learning of regional employees, including through webinars which give very good effect". The quantity of questions of users after such training considerably decreases.

It is important also that implementation of EDMS allows bank to standardize processes in all regional offices. A system works reliably, for 2011 any serious failure was not and small, not connected with own actions of bank, it happened a little. The first level of support is executed by internal employees of IT management. All settings are done by them; business users in a system independently change nothing, and Renat Lotfullin is convinced that it is correct: "We only advise users on informative work. All requests get to IT support specialists. We address vendor in more complex cases". SLA regulating the nature of the solved problems, standard terms of reaction and level of the expected service of support is concluded with vendor. Such form of the agreement of support — standard practice in bank.

The bank did not make calculations of the gained economic effect of implementation of EDMS. A considerable part of achievements — effect qualitative, avoidance of risks, decrease in labor costs. It is possible to tell for certain, R. Lotfullin believes that if a system was not implemented, it would become a brake for development of the vast majority of operational processes. Moreover, after an exit on produktiv requests from different operational divisions for automation of their processes very actively began to come to administrative department: there is queue. Following the rule of restriction of business and client documentation in a system, the command of administrative department considers and ranges these processes, adds to the plan for implementation.

One of noticeable processes which already managed to be automated in EDMS — approval of economic agreements in bank. The owner of process — department of the centralized purchases — requested automation already in few months after the beginning of system operation in Moscow. On this task the implementation team carried out conjoint analysis of systems capabilities, selected the suitable module for automation. The staff of department of the centralized purchases prepared business requirements, and the diagram of implementation was made.

Automation, plus the carried-out lean-analysis, plus very competent manager who was engaged in process optimization from the business customer — all this together yeilded tangible result, R. Lotfullin notes: "For half a year the course of approval of agreements from unstructured correspondence to completely structured process in EDMS was changed radically. Terms of approval were reduced considerably — I feel it on the division. And this activity became transparent — I see contractors under each agreement concerning me, all terms are clear to me". On a weekly basis responsible persons collect statistics on approval of economic agreements in bank using Company Media, statistics is analyzed by all representatives of divisions — participants of process, positive and negative trends come to light, the relevant management decisions are made. Such accurate and timely control would not be possible for lack of EDMS.

In general it is possible to tell that implementation of EDMS took place in the Moscow and central regions successfully and brought notable results. Company Media became the reliable managerial tool in bank, a part of many workflows. In regions a lot more work is necessary, but also the potential benefit of implementation on places is already obvious to all.

CompanyMedia-Dogovory

Raiffeisenbank expanded at the end of 2012 the scale of use of an electronic document management system for the account implementation of the module "CompanyMedia-Dogovory" in regional bank branches. Use of new system module will allow to accelerate preparation of agreements, to reduce time for their approval and to automatically check execution.

The electronic document management system of CompanyMedia of InterTrust company was implemented in Raiffeisenbank in 2011. Then in connection with development of bank the decision to automate work with documents at head office was made. Within the first two stages of the project at the Moscow office of Raiffeisenbank the modules "CompanyMedia-Deloproizvodstvo" and "CompanyMedia-Dogovory" were implemented. Afterwards as a result of positive experience of use of a system it was decided to organize process of work with documents by means of EDMS on all branch network of bank.

"From the moment of implementation of EDMS CompanyMedia the efficiency of business processes grows — the employee of "Raiffeisenbank', responsible for a system, noted. — Thanks to this technical solution time expenditure on creation, approval and the agreement confirmation was reduced on average by 50%".

Use of the module "CompanyMedia-Dogovory" allowed to increase effective management of documents. The built-in templates of agreements and a possibility of the parallel and combined approval allowed to reduce considerably time for preparation and approval of documents. The automatic notification of a system provided timely control of performance of agreements: it is enough to employee to deliver on control the term of accomplishment of separate stages of the agreement or agreement in general — and a system reminds the employee of approach of control date in time.

"to "Raiffeisenbank' the checked solution having wide functionality and potential of further completions by own forces was required. Use of EDMS CompanyMedia at head office of bank brought positive results due to effective automation of key business processes — Andrey Linev, the CEO of "InterTrust company commented. — Replication of the module "CompanyMedia-Dogovory' in regional branches will allow to accelerate considerably information flows of bank and to provide reliable bases for business development".