Xerox Corporation, the leader in document management, is helping its clients save costs and streamline processes through its Lean Six Sigma-based document management system.
Among the ones most benefitted by this assessment methodology are the healthcare providers. Healthcare processes battle every day with paperwork, thus document management is really crucial. But by streamlining document-driven business processes, healthcare providers are achieving cost savings, ensuring regulatory compliance and realizing productivity gains.
According to Valerie Mason Cunningham, VP for Healthcare Industry, Xerox Global Services, “Patient records, healthcare forms, insurance regulations…all those documents can be hard to manage, whether they are in paper or electronic form. Healthcare executives who have a sound document management strategy will be the leaders in the industry to combat the barrage of economic and regulatory challenges. Xerox is poised to help them succeed.”
Three big healthcare providers that claim to have been benefitted by Xerox’s Lean Six Sigma-based document management system are:
Baptist St. Anthony’s Health System through Lean Six Sigma-based Xerox Office Productivity Assessment - achieving brand consistency throughout its 16 healthcare locations. Documents and forms are standardized for ordering and are now printed on-demand, eliminating waste and reducing costs.
Foote Health System through Xerox Document Advisors and Xerox ReqDirect™ Plus - enhanced worker productivity, eliminated warehousing of obsolete and out-of-date forms and helped address the Joint Commission on Accreditation of Healthcare Organizations’ document standards.
Physicians Endoscopy, L.L.C. through Xerox DocuShare™ and Xerox DocuShare CPX 6.0 - said good-bye to file cabinets and hello to improved productivity, bringing us closer to reaching our corporate paperless initiative.
Check out also the other SixSig posts on Xerox.
Source:
Six Sigma Zone News
Dear sirs,
I think you should carefully examine Xerox’s business practices before giving any classification as an ‘Ethical’ company. Yes, it all looks good on the outside they have processes and say the right things. However behind the scenes it is a different story. When it comes up against serious ethical violations it all falls apart. The HR function, Senior Management and Business Ethics & Compliance Officers including David Frishkorn himself, are to put it bluntly corrupt. They will outright lie avoid their responsibilities of ruling against each other and these functions are allowed to get away with the worst Business Ethics violations.
They are allowed to cheat their employees, customers and the environment without fear of recourse. The reason for such Business Ethic violations, money and egos. Senior managers’ egos play a heavy role in committing Business Ethics violations and allowing them to be undressed. People refuse to own up to mistakes.
Nepotism is ripe in Xerox, those that tow the Company line and don’t report or stand up to violations, instead continue the trend are promoted. The HR function in charge of employment are corrupt and rule in favour of the managers. Employment law is often ignored. People are accepted into unsuitable roles before they are advertised, that’s assuming they are advertised at all, which many aren’t. Accurate job descriptions and benchmarking are virtually non-existent, despite claims to the contrary. Unlawful changes to employee contracts are forced as the employee is threatened. An employees role is whatever the manager feels like at the time and HR will automatically take the side of the manager. A lot more is expected, then what is actually paid for. Loyal employees are leaving and being replaced by expensive inexperienced employees who fail to meet the requirements of the role and customer service level agreements suffer. This then has a negative impact on the loyal employees who remain and the cycle repeats. Xerox prefers this to staff retention through recognition and reward. Employees are giving the excuse that it is hard times, so their loyalty can not be rewarded, yet see money be wasted on inexperienced fresh employees and in other areas. There are examples of managers spending R&R budget on their own xmas party rather than recognising employees efforts. R&R was revamped and now the cost comes out of the managers P&L, so they are reluctant to recognise their employees, instead favouring their bonuses. Xerox are constantly throwing money at rebranding, their image is more important than their actual practices. This is the key word in Xerox, Image, be seen to be doing it rather than actually do it. Xerox constantly receives low scoring in employee engagement surveys and feedback. They excuse this with the outrageous claim that the low scoring is due to the employees not understanding the questions. In addition employees live in fear for their jobs. As such the employees concerns remain unaddressed.
If you have a problem it is very difficult to get it resolved as with staff losses, Xerox are loosing the knowledge and replacements do not know how, thus do not want to help you. Also people don’t like upsetting the apple cart by querying things or going out on a limb, as mistakes are highlighted more than the effort.
Xerox customers are regularly lied to or misled. They are ‘encouraged’ into buying services or equipment they do not need or worse, still not up to the job or never materialise or even used unknown to the customer, on other Xerox contracts. What Xerox sees as more prestige contracts are allowed to ’succeed’ at the expense of non prestige contracts. These non prestige contracts’ funding and resources are diverted to the more prestige contract without either customer knowing. Therefore on paper the ‘prestige’ contract which Xerox undersold in the first place, to get, looks more profitable then it is and the manager in charge can pick up their bonus. This is common practice, transferring money been contracts or ordering supplies on another contract’s account or using resources owned and paid for by another contract in order for the manager to achieve their bonus. Service Level Agreements put in place to protect customer sensitive information are not enforced or bypassed without the customer knowing. Incomplete work is hidden from the customer on site visits. Job tracking information is falsified. Headcount requirements are not met or falsely propped up by heads from other contracts. Employees’ working environment breaks basic Health and Safety in order to reduce costs. Broken down warehouses are used without heating or cooling, ceilings collapsing due to rain, on live electrical equipment, which when raised to the site manager, instead of addressing it, they just laugh it off. What happens to an employee who queries these unethical practices? They are removed from site and labelled a trouble maker. The HR function supporting the manager and thus committing unethical practices in order to do so. There is no one with the ethical standing and authority to hold them accountable. If it is a senior manager or HR committing the offence, no one is interested and the employee is constantly lied to, leaving the matter unaddressed.
A lot of resources are wasted by Xerox including power and paper. Xerox engineers recommend leaving Xerox machines on as switching them off and on produces more faults and they have to maintain a low service level. Paper is wasted by inexperienced operators who constantly require their work to be reprinted or those that just want an extra copy. Expensive coated gloss paper from a non prestige contract was used for tracking sheets of a prestige contract as the printer needed a service, thus unable to take the appropriate paper and the manager did not want to repair it as it affected their bonus. Stock was often ’stolen’ for various purposes from other contracts rather than buying their own and it eating into their bonus. The cost centre system is widely abused, with other managers charging to your cost centre without you knowing. P&L’s are categorised and tracking down such purchases are very difficult. Also with all the dodgy accounting practices, Xerox just don’t want you to know.
Anyone foolish enough to report the unethical practices to David Frishkorn and his team are unlawfully forced out of the company. This is the preferred action to actual addressing unethical conduct, though of course is kept quiet from the media, even as far as to threaten the employee.
This is just a small example of their unethical practices. More specific details can be given.
Yours faithfully,
Xerox Complaints
Hi, I appreciate your feedback on Xerox. I hope they get to read this, so that they can improve their ways.