Reducing Costs While Increasing Service Accountability
The firm faced internal pressure to reduce its document processing costs across all U.S. offices. The firm had grown rapidly through a series of mergers and acquisitions and faced several challenges:
- Operating inefficiencies, including duplication of efforts, in management of multiple internal document centers
- Internal resources had grown too expensive, relying heavily on overtime and temp staff, and the client had no way to track their utilization
- Lack of resources to meet peak demand situations on a 24/7/365 basis
The client desired to maximize their internal team’s time, improve overall efficiency of its word processing and transcription operation and utilize their secretarial staff for higher value tasks.
Building a Relationship on Customer Satisfaction
The relationship started with Integreon providing overflow support, but quickly grew to include workflow coordination and, over time, the client transferred the entire program to Integreon. They expanded the relationship due to our superior customer service, timeliness, quality and flexibility, as well as our ability to reduce the client’s document processing spend. Integreon worked with the client to establish a virtual production center (VPC) in our Fargo, North Dakota, delivery center.
All document processing requests are sent to the VPC and routed by Integreon’s Workflow Coordinators to onsite document processors or the Integreon team, based on the availability and skill sets of various resources. Our proprietary workflow tool tracks workflow processes, deadlines, project time and quality and efficiency metrics.
After consolidating the word processing centers, Integreon offered all remaining onsite staff employment at Integreon, resulting in a 24 FTE program, with 23 additional staff dedicated to the program on an as-needed basis.