Technology Category
- Analytics & Modeling - Process Analytics
- Sensors - Haptic Sensors
Applicable Industries
- Equipment & Machinery
- Mining
Use Cases
- Personnel Tracking & Monitoring
- Supply Chain Visibility
Services
- System Integration
- Training
About The Customer
The customer in this case study is a government organization in Australia that provides disability services. The organization was established following a reform by the Council of Australian Governments (COAG) in 2011. It supports almost 467,000 people with disabilities across two territories and six states with personalized services. The organization had to deal with multiple challenges, including a lack of digitalized process documentation, varying processes across states, and pressure on IT to have a process architecture fit for the new purpose. The organization also had to improve and scale process efficiency and enhance the client experience.
The Challenge
The Council of Australian Governments (COAG) reformed the provision of disability services across Australia in 2011, resulting in a high-performing organization that supports almost 467,000 affected people across two territories and six states with personalized services. However, the organization faced several challenges. There was a lack of digitalized process documentation, and the processes varied across all six states. The IT department was under pressure to have a process architecture fit for the new purpose. There was a need to improve and scale process efficiency, but the inability to define the future state due to lack of visibility of the current state was a significant hurdle. The organization also needed to focus on the business need for a better client experience.
The Solution
The organization adopted ARIS Design & Business Strategy, ARIS Rollout & Change Management, and ARIS Risk & Compliance as solutions to their challenges. ARIS was configured in just 3 weeks, and deployment and training began within 5 months. The organization standardized all documents and started to capture its current process state. In just 12 months, it had mapped all the processes associated with onboarding a participant and building a care plan for them. With 150 active process modelers, it also had a visual understanding of these processes. The organization was also able to be flexible with the notation language it used, choosing the event-driven process chain (EPC) over the business process modelling notation (BPMN) language path for greater user acceptance.
Operational Impact
Quantitative Benefit
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