Automation of office/services work. Well, I never. . .

As a management consultant, working at the end of the food chain in what we know as long range or strategic planning, short range business planning and operations management, I spend most of my time on “process automation” in the office/services area.

 This requires a lot of energy because people typically think of automation of the type seen  in manufacturing plants where robots handle everything, but we tell our clients that in the area of office/services, after automating mundane repetitious tasks staff hate to do anyway, knowledge workers get to continue to do what they do and should do.  So, it’s not about job elimination or transforming knowledge workers into robots.

Actually, it’s all about handoffs across silos and handoffs across different skill sets within silos that we are ‘automating’  and what is different is things no longer fall between the cracks after ‘automation’.

 The transition from traditional data logging and after-the-fact analysis of what went wrong and how to prevent this next time to “let’s do things right the 1st time around so we don’t have messes that need to be cleaned up later” has great potential in terms of increased staff efficiency, improved throughput, decreased admin/clinical errors and improved compliance with internal and external operations.

 Bottom line, managers today have the choice of staying up nights worrying about the next crisis or “sitting back” and letting a 24×7 electronic assistant keep things on track so that managers can spend time on more important things than firefighting.

 If you are in the market for software to encourage the use within your organization of your “best practices” or industry-standard “best practices”,  talk to us before you inadvertently ‘upgrade’ to 20-year old  “state-of-the-art” software the vendor claims will “save time and money”.

Civerex Systems Inc.

800 529 5355


Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, major crimes case management, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2019 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Adaptive Case Management, Automated Resource Allocation, Business Process Management, Compliance Control, Process auditing, Process Mapping and tagged . Bookmark the permalink.

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