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Thank you for using Questetra BPM Suite.

As mentioned in the post “Expansion of Service System“, the service system will be changed on July 1, 2020. At that time, reception for the Starter Edition will be closed and a new Trial mode (free) will begin.

Details of the “Trial mode”

Trial mode is a free service for Basic, Advanced, and Professional editions in the new service system from July. When you apply for Trial mode, you will be asked to select the edition to use.

• Price: Free
• Number of Users that can be registered: 100
• Features: Equivalent to the edition you choose (either of Basic / Advanced / Professional)
• Period: 60 days (*1)
• Service launch: July 1, 2020

*1 The period cannot be extended.
*2 The access URL for the workflow platform of Trial Edition is required when applying for the paid Edition.

The expiration date of “Starter Edition” that will be discontinued

The free Starter workflow platform you are using will be closed at the end of December.

• Expiration date: The end of December 2020
• Reception end date: The middle of July 2020

If you migrate to a paid Edition (either of Basic/Advanced/Professional/Enterprise), you can continue to use the Business Process Definition and Business Data from January 2021 onwards. (Please apply by December 2020)

For details on paid Editions, see “Expansion of Service System“.

You can migrate some of the data created in the Starter’s workflow platform to a paid or trial workflow platform for yourself. For how to migrate, please refer to the following “Appendix; Data Migration Procedure”.

*The service of Starter Edition will be automatically stopped if you do not use it for 15 days. Requests for restarting suspended services will be accepted until the end of June 2020.　

Appendix; Data Migration Procedure

Data migration is performed in the following procedure.

• Export data from Starter’s workflow platform
• Import to (migration destination) workflow platform

Some of the data of the workflow platform can be migrated and some cannot.

• Organization/Role/User information
  Can be migrated
  
• Workflow Apps
  Can be migrated
  
• Business data
  Export only
  
• Open Chat
  Cannot export

This section introduces how to export/import Organization/Role/User information and Workflow Apps and how to export Business data.

How to export Organization/Role/User information

Log in to the Starter workflow platform with a User who has “User Manager Authorization” and do the following operations.

• After logging in, click on your User name at the top right corner and click on [System Settings] in the dropdown menu
• Click [Organizations List] on the left menu
• Click on [Download All] above the Organization List and select [CSV Download (UTF-8)]
• The organization information CSV file will be downloaded

For the Role/User information, replace “Organization” in the above description with “Role” or “User”.

How to import Organization/Role/User information

Log in to the Starter workflow platform with a User who has “User Manager Authorization” and do the following operations.

• After logging in, click on your User name at the top right corner and click on [System Settings] in the dropdown menu
• Click [Organizations List] on the left menu
• Click on [Import Organization] above the Organization List
• Click on [Browse…(or Choose file)] button and select CSV file of Organization information
• Click on [Confirm] button after you confirmed the contents of the CSV file has been set into the field [CSV Text]
• Click on [Add] button

For the Role/User information, replace “Organization” in the above description with “Role” or “User”. Organizations and Roles related to User information must be registered before importing User information.

How to export Workflow App

Log in to the Starter workflow platform with a User who has “App Administrator” Authorization to the target App and do the following operations.

• After logging in, click on your User name at the top right corner and click on [App Settings] in the dropdown menu
• Display the details screen of the target workflow App
• Click on the [Detail] button of the version you want to export from the version list to display the target version
• Click on the button labeled [▼ Version **] just above the Workflow Diagram and select [Export Archive] on the dropdown
• The archive file is exported (downloaded)

How to import Workflow App

Log in to the migration destination workflow platform as a User who has “App Creator” authorization, and follow the procedure described in the section “2. Import” on the page linked below.

• Using Business Template for the First Time

How to export Business Data

Log in to the Starter workflow platform as a User who has “Data Viewer” authorization, and follow the procedure described in the page linked below to export (CSV download).

• M117: Refined Searches Over All Job Data/ Saving Search Conditions

* File-type/Table-type data cannot be downloaded in CSV format. It is necessary to download each one by a User operation on the Operation screen.

Going Paperless and Cashless, and Others for Improvements in Business Efficiency

I’ve developed a minor service for 12 years which manages business processes (Cloud-type Business Process Management: SaaS BPMS). I have got many opportunities to advise on “process improvement”. However, in some cases, I have some trouble providing an answer because the current process (As-Is Process) is so far removed from the digital era, so of course, they’re forced to use traditional methods. In this article, I reconsider the mindset as an adviser, an expert, and a consultant to handle such cases in the age of digital transformation.

1. Paperless

I think paper documents (e.g. documents for plan, report, approval, estimate, invoice, etc.) are not necessary for the following reasons:

• The amount and thickness of the paper can be intimidating.
• You will get a sense of relief by seeing the documents stored in a steel library.
• You feel a sense of accomplishment just by searching for documents (and copying them).

However, the purpose of paper documents is just to deliver information, their look and feel are meaningless if the business doesn’t proceed smoothly.

Today, there are a lot of communication tools instead of paper documents and most of them require less time to process. However, you may be worried about the following things:

• The authenticity is suspicious
• IT deployment and operation cost
• Learning security cost
• Your handwriting may be bad
• The sales of the printing shops and stamp shops may drop
• Copying and shredding work may disappear

As for history, the “hikyaku messenger” system was replaced by the postal system (and later, the Internet) as a public communication infrastructure because it was quite wasteful and expensive. Paper documents are no different from that. I honestly believe that the traditional way of passing around a paper document will disappear. At least, your routine work should be able to proceed without relying on this.

Basically, paper documents don’t have a “search” function.

The people in charge of promoting business process improvement should first regard “paperless” as the standard.

*In order to digitize these tasks, you should utilize email systems and workflow systems, for example, you need to establish a corporate account based on cloud offices (G Suite, Office 365, etc) plus cloud workflows. In addition, I suggest you use cloud storage (Box, Dropbox, etc) in parallel with these cloud products.

*As for national strategy, I suggest that the government try to change the legal text that values paper documents (It would require a lot of political power, though), which means the government can regard the digital documents as legal documents.

2. Cashless

I think cash (bills and coins, petty cash, change, etc) is not necessary for the following reasons:

• The amount and thickness of cash can overwhelm you.
• You will get a sense of security by seeing cash stored in a cash box.
• Moreover, you feel a sense of accomplishment even by calculating the total.

However, the purpose of cash is just to transfer money (payment) and there are no companies where wages are paid in cash.

Today, there are a lot of payment tools besides cash and most of them require less time to process. However, you may be worried about the following things:

• You need petty cash to buy stamps.
• You may have a problem with paying on delivery
• Some people have to reimburse others for unexpected expenses
• You may hesitate to use cashless payment.
• You may forget the benefit of sales.
• Management of bills and coins may become unnecessary.
• (Are you worried somehow?)

As for history, the system of exchanging value (deciding the value by weighing coins) such as using gold and silver was replaced by the “managed currency system” (currency by table: just count the number of notes and coins) by the state power because the former system always starts with weighing and the exchange procedure was complicated. Cash is no different from that. I honestly think that the traditional payment system with cash will disappear. At least, your routine work should be able to proceed without relying on the traditional payment system with cash.

Basically, notes and coins have a cost for their security.

The people in charge of promoting business process improvement should regard “cashless” as the second standard.

*In order to digitize these tasks (both procurement and collection), you need to rely on online services and payment tools provided by financial institutions. For example, you have to open a corporate account based on city banks (Mizuho Bank, The Bank of Tokyo-Mitsubishi UFJ, Sumitomo Mitsui Banking Corporation, etc.) plus direct banks (Rakuten Bank, The Japan Net Bank, etc) or online payment services (PayPal, Stripe, etc). In addition, I suggest you utilize a corporate account of cloud-based accounting systems (Money Forward, freee, Yayoi Online …) to widely manage that data.

*As for national strategy, I suppose cash should be inconvenient and disadvantageous. For example, the government implements the devaluing of currency by continuing to give reward points for cashless payment, discontinuing large denomination bills, and adopting a new currency system. (It will require a lot of political power, though)

3. Meeting-less

I don’t think meetings are necessary. (Strategy meetings, report meetings, and general manager meetings, etc)

# “Meeting” has some elements of an event so it is difficult for me to compare it with paper and cash because they are physical objects. However, the meeting is unnecessary! I have some reasons:

• If you just hold a meeting, you feel like explaining and discussing the project.
• You feel like approval has been obtained because no objections were made.
• The participants also feel like they are working for some reason.

Actually, the conclusion is often not determined even after the meeting is over, despite the purpose being this determine a conclusion. (Approval of budget, plan, payment, and accomplishment report, etc)

So, Why? I considered some reasons below.

• The draft as the input for the meeting has not been refined. (Everyone should improve it)
• The draft has only been explained verbally. (Everyone should supplement it)
• A draft has basically not been created. (Everyone should consider it)

# Examples: a press release draft, a budget draft for acquiring the certification, a draft of the relocation plan of the office, a draft of the report on advertising effects in the month, and The draft Constitution of Japan, etc.

What you must remember is that the conclusion is only determined based on drafts. You can’t determine the conclusion no matter how many meetings you have: you shouldn’t hold a meeting without any drafts (Input).

As a precaution, you should create a business process where a draft is completed before you hold a meeting. When you draw a business process diagram, you first need to set it up to have the Task of creating a draft complete at the upstream Step, and second, you can set the Task of convening a meeting. Plus, you can set the Task of reviewing the draft as well.

A well-organized draft consequently helps the following things.

• Participants only need to express their agreement or disagreement in the meeting.
• You only have to ask a few questions.
• You just take a majority vote even if there are pros and cons.
• (Even if the draft is rejected, its creator can rework it.)

Besides, meetings are tough for those who have a lot of business trips or are in a different time zone (or who are telecommuting).

The people in charge of promoting business process improvement should regard making improvements to become meeting-less as the third standard. (Reducing frequency/time)

Depending on some cases, the meetings may be implemented online or the approval may be done in the workflow system.

4. Aiming for automation and saving

For improving business processes, business knowledge is essential.

Furthermore, much motivation is also required.

Plus, the content of reforms must be supported by colleagues and supervisors.

In other words, improving business processes is a very stressful job.

For example, I think it is a luxury if a railway worker continues to be dispatched to sell tickets even though the automatic ticket gate is invented, a paper invoice is mailed by a seller and a buyer continues to manually enter the data in the mail. And if the commodity manager orders an old computer, a payment order for the warehouse clerk and a receipt order for the section chief are made, moreover, the warehouse clerk manually updates the record book of merchandise in and the department chief manually updates the record book of merchandise in service in response to the order.

An excessive thing destroys an organization. I’m worried that the business process may be obsolete or anachronistic. Therefore, it is necessary to do a review.

Only reducing excessive operations and automating the tasks can help you to continuously improve business processes.

The people in charge of promoting business process improvement must just keep trying.

Original Japanese version

It is tough to implement the improvement cycle of business processes. Although I honestly want to work on PDCA every month and every week, it takes time to grasp the current situation (Check) and deal with it (Act). Rather, it doesn’t seem to be realistic to upgrade the definition of the business process (Re-Plan). Anyway, I would like to show some ways to repeatedly do small improvements with a little ingenuity.

1. Automatic Aggregation

I’m mainly working on the automatic aggregation of business data these days.

In other words, I’m modeling business processes by automatic periodic aggregation and by collecting data flowing to the business process. The company is run by Business Processes.

To put it plainly, it is an automatic reporting function and I have listed some examples below.

For example, if you create a business process (Workflow App) for aggregating the previous month’s expenses, the process starts automatically because of a timer, processes all the intermediate Tasks and ends. Email notifications to stakeholders and Timeline Posts are commonly set near the end of the flow.

• 222 -Expense Claim
  • 222 -notice- Aggregate and notify the previous month expenses (← Monthly, calculated by each staff member)
  • 222 -cross- Aggregate the previous month expenses (← Monthly, company-wide)
• 242 – Hours-worked Report
  • 242 notice- Update last week’s employee attendance book (← Weekly and by staff)
• 242 b – Part-Time Hours-worked Report
  • 242b -cross- Aggregate the total working hours in the previous month by part-time staff
• 216-Flexible-Billing-Cycle
  • 216-notice-Flexible-Report
• (etc.)

The frequently used Data extraction Task “Questetra BPMS: Process, Batch Extract as TSV”

*Extracts process data as a multi-line TSV string from date-filtered processes. Items are specified in CSV format such as “string:0,date:2,select:3”. Tab code and line feed code are deleted.

2. Are there any differences from monitoring?

Honestly, you don’t need to implement the “aggregation process”. If you want to aggregate business data periodically you should use the monitoring function depending on the case. It helps you aggregate the historical data at any time.

Aggregation processes simply automate that monitoring (and report it).

3. Work I can do anytime = Work I will never do

When reviewing the automatic aggregation, It’s actually really hard for people to see the information.

• It doesn’t mean they aren’t interested
• It doesn’t even mean they aren’t motivated

But they don’t want to review the historical data much.

However, that sentence might be misleading so I’d like to give a further explanation.

I mean, reviewing is usually easier than the new work you face because you just have to look over it. Even so, humans tend to put off doing a review because they don’t see the immediate benefit of it. Consequently, you end up having less time to look at the aggregated data.

If aggregating and reporting KPIs are a part of your work, you might regard it as a priority. However, in that case, you may become tired and less active in reviewing the aggregated work when it is completed. To be clear, you can see KPI information but you won’t go any further or examine it. Therefore, it doesn’t lead to any improvement through the PDCA and BPM cycles at all.

The reason seems to be that if a task can be done at any time (i.e. it doesn’t have a strict deadline), then it’s inevitable that it will never get done.

4. Let’s make an opportunity to Check!

ltimately, an opportunity to inspire the person in charge of the task to do it right now is necessary.

If you look over well-aggregated business data (or review the business), that will encourage everyone to comment and improve it a little. For example:

• Director: whose job is to oversee the business
• Auditor (accounting/internal office auditor): whose job is to audit

The reason why they can review well is that the documents and reports to be checked are integrated into their routine.

For such an opportunity, external triggers are probably significant. Even if you are good at self-management, it’s not easy to start all your tasks with internal triggers (your own will). It’s even possible to forget their existence.

• You have to review, it’s now or never!
• It’s time to review efficiently!

Unless you give yourself the motivation to think of doing it, I’m afraid the opportunity won’t be there indefinitely.

The automatic aggregation notification – aggregated, organized, and delivered on time – has become a pleasant self-management tool for me (for now).

▼Example of aggregation on two axes

▼Example of simple aggregation

▼Example of the data filter before aggregation

Thank you for using Questetra BPM Suite.

The service system will be changed from July 1st, 2020, as described in the Expansion of Service System. I will explain how to change from Business or VIP that are before the change to Basic, Advanced, Professional or Enterprise Edition which will be after the change.

Differences between the Service Systems

There are the following differences in the paid Edition between the service systems until the end of June and after July 1st of 2020.

Service system until the end of June

• Type: Business, VIP (2 types)
• All functions and support of “Questetra BPM Suite” are available in both Editions. The differences between the Editions are due to differences in the configuration and performance of the service platform.

Service system from July 1st

• Type: Basic, Advanced, Professional, Enterprise (4 types)
• Available functions and support for “Questetra BPM Suite” vary by Edition. The available functions are the same for Professional and Enterprise, but there are differences in the support content and the configuration and performance of the service platform. Please refer to the following for more detailed information on each edition.

Transition to service system after July

The remaining contract period as of the end of June will be automatically carried over as a new edition contract. There is no extra charge at that time.

• Business (discontinued) ⇒ Professional (new)
• VIP (discontinued) ⇒ Enterprise (new)

Until the end of June, you can order renewal for the next contract period at the same usage fee as before. (for a period of 1 or 2 years)

FAQ

Q. My Business contract is going to be expired in September 2020. Which Edition will my contract be during the period between July and September?

A. It will be Professional.

Every Business that was contracted before July 2020 will be available as Professional on and after July 1st. For service system from July, please see Expansion of Service System.

Q. My current contract will end in April 2020. I want to renew it for two years before the end of June, then what will the exact term be? And, what will happen if I need to add more users during that period?

A. Your contract term will be from May 2020 to April 2022. In case you need to add User seats, you will be able to add user seats at the contracted price until the term-end. (10 users unit)

Q. What if I do not sign up by the end of June 2020?

A. You will choose from Basic, Advanced, Professional or Enterprise at the time of the next renewal. For service system from July, please see Expansion of Service System.

Q. My current contract is Business (Flexible). How do I do to make a contract for two years term within June?

A. You can order a Business with an annual contract by the end of June.

E.g. You continue to use Business (Flexible) until June. Then you place order Business (annual) for two years (from July 2020 to June 2022) within June. For use after July 2022, you can choose from Basic, Advanced, Professional and Enterprise contracts.

Inquiries

• Email: support@questetra.com
• Inquiry form: https://questetra.com/contact/

For customers who are subscribing via partner-company, please consult your partner. For service system from July, please see Expansion of Service System.

Original Japanese version

Thank you for using Questetra BPM Suite.

The service system will be changed on July 1, 2020. At that time, reception for the Starter Edition will be closed and a new Trial mode (free) will begin.

For details, see “For Starter Edition Users“.