ProcessMaker

Serving over 50 local markets across the United States of America, Kaiser Permanente is tasked with organizing critical financial processes amongst three interdependent groups positioned in geographically diverse regions. Processes like evaluating requests for equipment and capital, or the reorganization of staffing resources were riddled with inefficiencies, leading to protracted approval and review timeframes, frequent miscommunication, and a severe lack of visibility. Several of Kaiser Permanente’s internal processes began with a spreadsheet, sprinkled with cells carrying complex instructions. Tricky templates made it hard to identify errors along the way as team members manually passed spreadsheets up the food chain, frequently moving data back and forth between users. The informal structure made it challenging to pinpoint a pending project’s precise progress, leaving unchecked files languishing in inboxes. Clunky spreadsheets were challenging to decipher and lacked a crystal clear audit log.

P2 Energy Solutions, a provider of financial and accounting software to 1,700 oil and gas companies, was facing a number of challenges. Their technology stack included over 100 different software solutions and they required a workflow solution to complement these existing systems. The lease approval process was not connected to other processes and integration for production volumes often went to external software. Geological offerings were not part of traditional accounting packages and energy companies and their software had to comply with complex governance dictated by state and federal law. These challenges were hindering the company's ability to effectively manage and streamline their operations.

Before the implementation of ProcessMaker, Telefónica CAM was manually re-entering data between Microsoft Excel and its legacy software. This manual input left room for human error, delays in service, and expensive labor costs. For instance, Telefónica Guatemala was manually processing over 100 new business account subscriptions every day. Each of these produced 20 new accounts that needed to be created. All of this was completed manually, meaning that activating new accounts often took more than three days to complete. Telefónica realized both money and time was lost during the account opening process on a massive scale. At the time, Telefónica CAM was unable to determine the cost and ROI with its new subscriptions. It also had limited visibility into its organization’s workflows and the efficiency of its processes.

Tulsa Community College (TCC) is a multi-campus institution that was heavily dependent on paper applications and request forms. Their staff struggled with timely approvals as their paper forms had to go from one campus to another for various sign-offs and permissions. This caused its administrative workflows to become very tedious. The college’s processes were 100% manual, making paperwork a hassle and the approval process time-consuming. TCC was relying on an interoffice mail system that ran twice a day, meaning forms had a four to five hour delay at best. Tulsa’s multicampus organization, departments, faculty, and database administration needed a workflow solution strong enough to power its entire enterprise.

The main issue was that the Peruvian government relied heavily on paper-intensive, manual solutions with this registry. Before ProcessMaker, registration was a manual process that stored information in Microsoft Excel spreadsheets. Time was wasted in determining the status of each registration application. The lack of automation and digitization made evaluating registration applications difficult and tedious. In addition, an audit trail didn’t exist to enforce filing requirements with applicants. The lack of reporting tools in place, along with access to centralized information, proved that evaluating the environmental performance of applicants was nearly impossible.

CUNY School of Law needed to eliminate the manual and paper-intensive tasks that were causing bottlenecks and redundancy in essential decision-making workflows. The school fields administrative requests across a number of offices that are slowed by manual steps — notably in Admissions, Financial Aid, and Human Resources. Staff and students rely on human-driven info entry, manual paperwork, email follow-ups, and physically walking between offices to notify process stakeholders. Without a centralized, transparent way to track and assign responsibility, processes ran densely with obscured bottlenecks and repetitive communications. Ultimately, error-prone inefficiencies absorbed time, money, and hours of labor — running counter to CUNY Law’s pride in delivering exceptional student services.

Adecco Colombia, a branch of The Adecco Group, was using manual processes to communicate with its employees, customers, and to collect and store data. These manual solutions resulted in communicated lags, posed significant security risks to sensitive information, and created a lack of transparency in software accessibility among temporary employees. The branch also suffered from clearly defined process management, along with transparency around how much software accessibility was permissible for its temporary employees. Managers granted access to contractors on an ad-hoc basis, often taking days or weeks for new users to get access to the systems they needed. At the same time, these contractors were granted access to systems and permissions that were off-limits to employees outside of upper management. This posed a significant security risk to Adecco Colombia.

Coincidir Servicios Financieros, a microcredit institution in Mexico, was facing challenges in managing their loan verification process. The process was manual, time-consuming, and lacked precision, leading to low recovery rates on loans. The qualification criteria for allowing a line of credit was not always met, resulting in only 10% recovery of every $2 million borrowed. Coincidir needed an effective and comprehensive risk analysis process to prevent them from taking on high-risk loans. They also needed to minimize their timeline for loan approvals to take on more accounts and improve customer satisfaction. The new workflow process needed to be duplicatable and flexible to accommodate any new credit services Coincidir might decide to offer their clients in the future.

Before implementing the SINE, DINARDAP processed all its notifications for judgments through letters sent to 237 property registries in different jurisdictions of Ecuador. This process that previously took 90 days, today is done online, thus reducing time, paper, state costs, and increasing legal security. This technological tool allows public entities exercising coercive or judicial actions to send notices online to various registry institutions nationwide for requesting transfer bans, prohibitions cancellation, official reports, among other things.

Before the implementation of ProcessMaker, BanRegio was operating on a blend of manual processes and minimal software applications. The lack of automation technology during the workflow process prevented BanRegio from delivering its highest customer satisfaction potential. The bank needed to migrate data from an Excel spreadsheet and individual workstations to a central location and more robust application. BanRegio’s processes and calculations needed to be organized and managed more efficiently, then incorporated into newly defined workflows. The bank needed to build out a plan for standard operating procedures for evaluating process performance and efficiency. The institution wanted to provide its customers with the ability to track the progress of its claims. Finally, BanRegio wanted to reduce its response times to customer inquiries to improve the customer experience.

School districts in the U.S. have well established processes that they have used over many years. While these processes are mature, the cost of ERP and other commercial work flow software did not allow for the school districts to obtain a sufficient Return on Investment. While the need was great, the cost was prohibitive. Too much time was required to find and fill out paper forms, by staff that should be working with students. Paper forms data was taking days to enter into data systems, or the forms data was never entered, resulting in loss of information available to manage the school district. Errors and lost documents plagued the district, resulting in additional lost time for all staff.

CNT’s nationwide contact center had grown in both staff and systems. There were 7 different solutions in place for the process of receiving and processing customer issues. These solutions involved several back office systems and various customer facing systems. The most important system was the central Avaya telephony platform. CNT had a large investment in all of these different systems and was not necessarily looking to rip and replace. Rather, CNT wanted a solution that could integrate with all the systems and provide a single interface to coordinate both the systems and the people involved in the process. Due to the fact that so many systems were involved, it was also impossible for CNT to efficiently and effectively provide service SLAs and ensure the quality of their call center service. CNT was looking for a solution which would help them increase the agility of their agencies, provide greater clarity and enforceability of SLAs, and allow technical and commercial issues to be solved more quickly.

Spring High Digital, a ProcessMaker OEM partner, provides e-commerce, project management, mobile app development, and advanced business process workflow integration solutions to a diverse set of clients. Their clients' industries range from engineering to banking. Financial workflow management is a particularly important solution that requires a high level of oversight for budgetary allocations. Spring High needed a robust solution that allowed for advanced integration with third party systems from WordPress to Apache Camel. Seamless integration was a necessity so that Spring High could build processes on a massive scale with minimal limitations. Prior to using ProcessMaker, they used Bizagi and developed some custom applications around the tool. However, the solution was pushed to its limits because of the integrations Spring High required for their clients.

The company faced several challenges in managing the competitive tendering process on behalf of Telecom Companies. These included varying bidding processes adopted by different telecom service providers, putting together RFPs with all supporting documents, inviting the right bidders based on governing rules and suitability for the job, conducting the bidding process, analyzing data submitted by service providers, generating reports and recommendations, and managing customer relationship data and business process connection from a workflow point of view in the entire bidding process.

Maury, Donnelly and Parr Inc. (MDP), a leading American specialty insurance company, was facing challenges due to its outdated proposal creation processes, manual workflows, and immature software infrastructure. The company was deeply rooted in conducting business with an outdated management suite, which resulted in inefficiencies and frequent human errors. The manual processes involved in coordinating data between conducting analytics, presentations, and preparing briefs were time-consuming and prone to mistakes. The company needed to digitize its processes to continue providing the best possible value for clients and to stay competitive in the market.

Lenovo, a global technology company, was facing challenges in its customer fulfillment department. The department was relying on unstructured email communication, which was inefficient and led to unnecessary correspondence. The company also recognized the need for inter-department collaboration within a cloud environment to further streamline communication. With over 26,000 employees serving customers in more than 160 countries, the company needed a Business Process Management (BPM) solution to address these pain points.

KPN, a leading telecom company in Europe, was struggling with the management of a large volume of contracts. The contracts were stored in back-office filing cabinets or on hard-to-navigate shared drives. This disorganized storage system made it difficult and time-consuming to find the most up-to-date contract when needed. The challenge was to eliminate the disorganized storage system and create a central contract repository.

Adams County/Ohio Valley School District (ACOVSD) serves over 3,800 students from Adams and Highland counties in South Central Ohio. ACOVSD services their students from 7 schools and 2 administrative/business buildings covering an area of 489 square miles. The large geographic area presented a problem for paper-based processes. ACOVSD was looking for a solution that allowed for the online routing and approval of employee purchase requests. The district was previously using a paper-based requisitioning process, which was inefficient and time-consuming due to the large geographic area the district covers.

The Jamaican government’s department of Land Administration was tasked with managing how land title rights are transferred from the deceased to their beneficiaries. The process was paper-based and required many forms, photocopies, and notarizations to be submitted. Once submitted, these cases were very difficult to track and were often misplaced. In other scenarios, the information submitted in the applications was incorrect or incomplete and would require that the applicant begin the process again. As the volume of physical client files increased, the requirements for physical storage space for the files was becoming difficult to manage. The amount of time spent processing paper documents for approval increased the overall lifecycle time of the application.

California Resources Corporation (CRC), the largest oil and natural gas producer in California, was facing a significant challenge in managing its vast inventory. The company had a 60,000 square foot inventory using a network of vendor suppliers with different descriptions and item numbers. This made it difficult to automate the part inventory systems and consolidate them into a single search. CRC only had their parts inventory cataloged by description, a field with lots of variability. Procurement was difficult, with CRC vendors rapidly searching inventory to locate needed parts. Off-catalog requests were too high and parts procurements was 20% over budget.

The Human Resources division of Colombia’s National University was struggling with managing a high volume of requests related to human resources. They were handling approximately 20 requests per day, including employment certificates, absence requests, management reports, and processes related to the hiring and onboarding of new staff. The division was using printed documents and controlled them with Word documents and Spreadsheets, which led to loss of control over the requests, time wastage in searching for physical documents, and dissatisfaction among their clients due to slow response times. The division also faced challenges with security and integrity of information due to the number of participants involved in the process and the method of storage of the spreadsheets.

Before the implementation of ProcessMaker, GTBank’s internal business processes operated on an outdated management suite. The previous vendor’s product architecture and point solutions weren’t delivering the level of customization nor scalability for customers that the bank needed. The rising cost of the previous system became harder to justify. GTBank needed a central processing department at corporate to handle tasks like demographic changes and maintenance. Originally, this was happening at individual branches. Departmental silos and communication lags became a negative effect that contributed to the inefficiencies in cross-collaboration. GTBank also wanted to use the system for foreign exchange transactions—or exchanges involving money moving in and out of the country. Specifically, it needed to integrate ProcessMaker with the Swift Financial Messaging Service. This service generated Telex messages to notify banks when money transfers have been completed. Those requests would then be received and approved in the ProcessMaker system before initiating the transfer.

Co-operative Bank of Kenya, a leading commercial bank in Kenya, was operating on a software suite that wasn’t able to deliver a comprehensive solution that the bank required. The bank needed to integrate legacy systems with their workflow solution. For example, the bank needed to simplify the account management process without losing the information from its existing investments. A workflow solution that could extend the value of its current software was preferred, especially one that could take information from prior systems and incorporate the data into processes that can then connect to point solutions, cloud solutions, and more. Co-operative Bank also wanted to improve the security and efficiency of its identification verification processes for uploading documentation. The bank did not have proper technology to support mass digital identification efforts and had to resort to manual processes.

Before the implementation of ProcessMaker, HyperCube was broadly a paper and spreadsheet-based company for purposes of core processing. They had built a homegrown system that did not allow efficient workflow management. Lack of flexibility and difficulty adapting to changes were main characteristics of the system. The inability of visually representing the organization’s processes was also a considerable pain point. Process stakeholders also faced particular pain points such as inefficient record keeping, lack of document routing and management, and poor involvement of employees in process-related tasks.

HSU-VKU, a merger between Howden Specialty Underwriters and VK Underwriters, is an international underwriting agency focused on the specialty liability insurance markets in the U.S., Puerto Rico, and Latin America. They signed a contract with Liberty to manage their underwriting operation in the US for a number of specialty products. However, they faced challenges in automating their operations due to budget constraints as a startup. They also wanted to avoid traditional problems in brokering and underwriting such as delays in data entry, errors and lost documents, and lack of timely access to key KPIs.

AgroTechnology Transfer and Commercialization Center, a joint venture promoting advanced technology in the agroindustrial sector of Kazakhstan, was struggling with an increase in paper-based processes. These processes, which included developing project descriptions, establishing cooperation with external experts, and evaluating projects, were generating a vast amount of information that was difficult to analyze for process efficiency. The paper-based business processes were leading to duplicated effort and errors in documentation, and needed immediate automation.

UNE is a leading telephone company in Colombia that had many processes running out of control and needed automation. The company was struggling with paper-based processes that were difficult to track and manage. There was also a lack of timely information to improve business performance. The company was using the community version of ProcessMaker, which was not performing optimally for their 60 concurrent users. The company needed a solution to streamline and control their processes, improve performance, and provide the right information at the right time.

Before the implementation of ProcessMaker Campus, Oregon City Schools District managed its Purchase Requisition Requests through paper-based forms. Staff members would fill a form and submit it to the building, a Courier would then pick it up (once a day) and the forms would then be distributed to the correct department at the Central office. The process could take up to three days depending on supervisor approvals. Once it hit accounting, Purchase Requests were inputted daily into the system by hand and then had to be “shipped” back to the school or origin. When individuals were out of the district it could be even longer. Some of the biggest challenges the School District experienced were the timeliness of getting purchase orders back to requestors, POs sitting on individuals desks and not moving forward, paper shuffle with paper going mailbox to mailbox, and nobody knew when a PO might get entered into the system because it could sit on someone’s desk for several days while they were out of the office.

United Bank of Africa (UBA) was previously using a vendor-provided workflow solution that had limited functionality and did not meet the needs of the ever-changing business in providing value and service to its customers. The old software made it difficult to measure business-critical KPIs such as request turnaround times. The automation of complex manual processes was time-consuming and achieving full autonomous automation was arduous. Changes or updates to current practices meant making difficult adjustments to the old system. All of these factors proved inefficient in cost.

Nuevatel SA, a leading telecommunications company in Bolivia, Haiti, and the Dominican Republic, identified the procurement process as one that had a high level of visibility within the company and would be an ideal starting point for a BPM implementation in ProcessMaker. The procurement process was centralized, meaning that employees of both central and regional offices had to contact procurement officers at headquarters in order to file purchase requests. This was usually done by phone or email. These employees would usually have to call multiple times in order to check on the progress of the application. As a consequence of this the officers spent too much time responding to and verifying the status of these purchase requests. The application forms often had to physically travel from one place to another for approval. Purchasing agents received applications without any type of standard format which caused the agents to have to make numerous calls to their internal clients to clarify aspects of the requests.

Barton & Associates, a healthcare staffing solutions provider, was struggling with an inefficient worker placement process. The company was using a combination of email, excel, and paper to manage the various parts of the healthcare worker placement process. This process was unwieldy, and Barton & Associates had little visibility into the status of pending requests. The overall effect was that Barton & Associates found that its staff was spending too much time trying to fill holes in the process with phone calls and redundant follow-up emails designed to verify important pieces of information that were not being effectively captured in the process. As a result of the inefficiency Barton & Associates identified in its worker placement processes, the company felt that it needed a solution that could automate the process and greatly improve its process management capabilities.

The Autonomous University of the State of Mexico (UAEMex) is a public institution of higher education that is committed to generating, studying, preserving, transmitting, and spreading universal knowledge. It is currently positioned as one of the best universities in Mexico. However, UAEMex faced a significant challenge. The university needed a system to facilitate the planning, monitoring, and easy access to relevant information to all agreements that UAEM has. In its current state, there was no single system of record for all conventions. As a result, the students, teachers, and administrative members could not access information about agreements because information was not available and often prevented students from benefiting absolutely from university agreements.

MN Vermogensbeheer, a financial service provider, was using an on-site archive to store policy documents for pension funds. This system required maintenance by a team of internal employees, which was time-consuming and took away from their ability to focus on core processes. Updates to the platform required the involvement of team members from different departments, further reducing their available bandwidth. The need for a more efficient and less labor-intensive solution led MN to consider moving to a cloud-based platform.

In a highly competitive market, the speed of the loan approval process can make or break your success. For this bank, many tasks were still heavily manual: banking staff verified passports, employment records, bank statements, and payslips by hand. The bank regularly lost customers who switched to a competitor with quicker decisioning. Because of the backlog, marketing often had to pause or pull back on campaigns—simply because employees couldn’t take on any more requests.

Valeo, a global automotive industry supplier, was facing significant delays in its business process management (BPM) approval process, which took 90 seconds or longer. This resulted in a surplus of user complaints and a major decrease in customer satisfaction. The company needed to improve its business processes to meet new demands and accommodate its aggressive growth rate goals. Valeo's previous BPM, a Fujitsu product, was not able to keep up with the company's fast-growing needs for workflow applications, including mobile interface.