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Global car manufacturer's Japanese branch uses process automation to reducing internal processing time by 75%
About Audi Japan
Audi Japan KK, importer of
Audi vehicles and subsidiary of Audi AG, specializes in the management of internal company cars. After experiencing fast growth, the company undertook a BPM initiative to enable the organization to run more predictably and transparently as well as adapt easily to changing business dynamics.
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Bizagi BPM software is flexible and capable of integrating and automating several processes at the same time, creating a robust system that can be easily adapted to business growth as more and more processes are automated.
Download complete case study
Best practice:
  • Trust your end users to lead the process definition and requirements gathering
  • Involve a strong management BPM sponsor in every stage of design & implementation
  • Appoint trained in-house BPM specialists to speed up the development
  • Don’t underestimate the resources needed to support BPM change management
  • Start small and advance quickly – Audi Japan demonstrated early results fast
  • Ensure your chosen BPMS solution delivers ease of use, flexibility and fast implementation
  • Be sensitive to the existing culture and demonstrate the benefits of change
Synopsis
Managing the demanding, high-value processes of a global corporation needs strong and flexible process automation and workflows. In just 14 days, Bizagi BPMS turned the complex Audi Japan’s Request for Approvals process chain into a streamlined, secure and paperless administration.

Empowered by this quick win, Audi Japan automated a further 4 processes in quick succession, paving the way for improved decision making, reduced costs and better resources management.
Objectives:
  • Increase transparency and quality of the Finance & Administration Division processes
  • Reduce reliance on paper trails and processes complementing the SAP system
  • Automate sensitive and high level requests for approvals worth over $5m
  • Centralize documentation to make past approvals easier to find and track
  • Provide non-financial users with a quick and convenient approval method
  • Introduce an organizational change towards process-oriented activities
  • Support a complex, multi-level, multi-language environment
Achievements:
  • Approval request process automated for 20 departments in 14 days
  • Up to 75% reduction in internal processing time for all five processes
  • Increased performance and productivity of the Finance & Administration Division
  • Reduction of paperwork, manual activities and unnecessary delays
  • Optimized distribution and reallocation of workloads, resources and responsibilities
  • Time savings due to reduction of archiving and filing; all documents generated in BPMS
  • Ability to quickly reproduce and adapt processes to other departments in the group
  • Faster and more convenient approval method supported by web portal
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