Quality Progress - March 2017 - 39


FIGURE 6

customer service representatives, order
online and approve payments all in a matter of minutes and with minimal effort.

Project benefits
47%

Scan and email cycle time
improvement over copy and mail

59%

Acceleration of the index and
storage process

routed directly to an account's application from the MFP interface panel." 8
Implementations like these, however, are
large-scale and require considerable due
diligence and even culture changes for
organizations.
Consulting firms enthusiastically advocate leveraging shared service centers as
part of organizational infrastructure to
drive down back-office expenses and keep
them below the rate of revenue growth,
thereby expanding margins.
Experts also emphasize how various
regulatory demands (such as the Health
Insurance Portability and Accountability Act, and the Sarbanes-Oxley Act)
require detailed records to be preserved
for auditing purposes. Shared service
centers can serve as effective repositories
for those records and also function as
business continuity and disaster recovery
operations. But functional and administration managers have to remain vigilant
to recognize how technologies can serve
the needs that exist beyond the service
center.

Effects on finance
Banking is central to any form of business
activity and serves as the foundation of
all the workflows and processes that are

$1.5 million to
$2 million
Forecast annual supply
and postage savings

50,000

Forecast annual labor hours saved

subsequently built. Generation Z (born in
the mid-1990s to early 2000s) continues to
make its presence felt in the global economy, and the banking industry is working
to develop innovations that will attract individuals who were born in a digital world.
These innovations include services
that provide continual, real-time connectivity, messaging apps, digital currency,
omni-channel shopping and mobile
payments.
The potential impact these innovations
will have on business workflows and processes is breathtaking.
Imagine an inventory manager taking
stock of what is on hand by scanning
barcodes with a smartphone and feeding
that data to departments such as supply
chain and finance, which perform their
own analysis.
The manager could shop on multiple
channels for new products, chat with

Remember the present
There will always be large-scale projects
that require teams of experts to spend
months on due diligence, presentations
and implementation. The future is bright
with innovations on the horizon that will
surely affect our lives. But in the present,
navigating the evolution of technologies
in creative and common-sense ways can
yield value even after others have turned
their attention away to look for the next
great disruption.
REFERENCES
1. Clayton M. Christensen, Michael E. Raynor
and Rory McDonald, "What Is Disruptive
Innovation?" Harvard Business Review,
December 2015, https://hbr.org/2015/12/
what-is-disruptive-innovation.
2. Nathan Eddy, "Businesses Find Need for
Printers, Even in the Digital Age," eWeek.
com, Jan. 25, 2016, http://tinyurl.com/
print-digital-qp.
3. Robert J.T Morris and Brian Truskowski, "The
Evolution of Storage Systems," IBM Systems
Journal, Vol. 42, No. 2, 2003.
4. Mihir Torsekar, "Multifunction Products:
Industry and Trade Summary," United States
International Trade Commission, Office of
Industries, December 2009, www.usitc.gov/
publications/332/ITS_3.pdf (case sensitive).
5. Xerox Corp.,"A Legacy of Making Work, Work
Better," Xerox.com, Oct. 30, 2015, http://tinyurl.
com/qp-making-work.
6. Barnaby J. Feder, "At $220,000, Hardly Just a
Copier." New York Times, Oct. 3, 1990, http://
tinyurl.com/qp-feder.
7. Gil Press, "A Very Short History of Digitization,"
Forbes, Dec. 27, 2015. http://tinyurl.com/
qp-press-forbes.
8. Louella Fernandes and Clive Longbottom,
"Managed Print Services Landscape, 2015," July
2015, http://tinyurl.com/qp-landscape.

Umberto D'Alessandro is a director of finance transformation
for Sodexo Inc. He also is a faculty member of the healthcare
innovation program at Arizona State University in Phoenix.
D'Alessandro graduated from Columbia University in New York
City and is an ASQ-certified Six Sigma Black Belt.

qualityprogress.com ❘ March 2017

QP 39


https://www.hbr.org/2015/12/what-is-disruptive-innovation http://www.tinyurl.com/print-digital-qp http://www.usitc.gov/publications/332/ITS_3.pdf http://tinyurl.com/qp-making-work http://www.Xerox.com http://www.tinyurl.com/qp-feder http://www.tinyurl.com/qp-press-forbes http://www.tinyurl.com/qp-landscape http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - March 2017

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Field Notes
Innovation Imperative
Hard Wired
Propel Forward
Life After Disruption
Work Smarter, Not Harder
Statistics Spotlight
Standard Issues
Marketplace
Footnotes
Back to Basics
Quality Progress - March 2017 - cover1
Quality Progress - March 2017 - cover2
Quality Progress - March 2017 - 1
Quality Progress - March 2017 - 2
Quality Progress - March 2017 - 3
Quality Progress - March 2017 - 4
Quality Progress - March 2017 - 5
Quality Progress - March 2017 - Seen and Heard
Quality Progress - March 2017 - 7
Quality Progress - March 2017 - Expert Answers
Quality Progress - March 2017 - 9
Quality Progress - March 2017 - Progress Report
Quality Progress - March 2017 - 11
Quality Progress - March 2017 - 12
Quality Progress - March 2017 - Mr. Pareto Head
Quality Progress - March 2017 - Field Notes
Quality Progress - March 2017 - 15
Quality Progress - March 2017 - 16
Quality Progress - March 2017 - 17
Quality Progress - March 2017 - Innovation Imperative
Quality Progress - March 2017 - 19
Quality Progress - March 2017 - 20
Quality Progress - March 2017 - 21
Quality Progress - March 2017 - Hard Wired
Quality Progress - March 2017 - 23
Quality Progress - March 2017 - 24
Quality Progress - March 2017 - 25
Quality Progress - March 2017 - 26
Quality Progress - March 2017 - 27
Quality Progress - March 2017 - Propel Forward
Quality Progress - March 2017 - 29
Quality Progress - March 2017 - 30
Quality Progress - March 2017 - 31
Quality Progress - March 2017 - 32
Quality Progress - March 2017 - 33
Quality Progress - March 2017 - Life After Disruption
Quality Progress - March 2017 - 35
Quality Progress - March 2017 - 36
Quality Progress - March 2017 - 37
Quality Progress - March 2017 - 38
Quality Progress - March 2017 - 39
Quality Progress - March 2017 - Work Smarter, Not Harder
Quality Progress - March 2017 - 41
Quality Progress - March 2017 - 42
Quality Progress - March 2017 - 43
Quality Progress - March 2017 - Statistics Spotlight
Quality Progress - March 2017 - 45
Quality Progress - March 2017 - 46
Quality Progress - March 2017 - 47
Quality Progress - March 2017 - Standard Issues
Quality Progress - March 2017 - 49
Quality Progress - March 2017 - Marketplace
Quality Progress - March 2017 - 51
Quality Progress - March 2017 - Footnotes
Quality Progress - March 2017 - 53
Quality Progress - March 2017 - 54
Quality Progress - March 2017 - 55
Quality Progress - March 2017 - Back to Basics
Quality Progress - March 2017 - cover3
Quality Progress - March 2017 - cover4
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