In one of our past blog posts, we discussed how workloads can be shared more fairly. From our point of view, one cause of operational
blindness is that employees often work in a task-oriented manner and lose sight
of the overall process.
Department heads and managers, on the other hand, face the
challenge of optimizing existing processes and deploying employees more
efficiently.
By looking at recurring patterns and processes in business
processes, 'usual trampling paths' (digital traces) can be identified and, if
necessary, redefined.
In order to be able to initiate objective transformation
initiatives, we support you with clear reporting to list the dialog tasks
currently in circulation on the basis of the number and amounts for each user
group involved (e.g. strategic and operational purchasing).
This enables specialists to optimize the future distribution
of workloads in the p2p process, considering the workload performed the day
before. In this way, not only can employees be relieved, but workloads can also
be distributed in an urgency ratio regarding possible loss of discounts.
The reporting can answer the following questions:
- How many approval tasks are currently in your workflow?
- Which amount volume is currently being processed by employees?
- How is the workload distributed in percentage between individual user groups within the invoice verification process?
- How has the workload changed in percentage over the last week?
- Which transformation initiatives can be initiated?
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