Business Process Modelling $($BPM$)$ Assignment The HELM SYSTEM CASE

Pg $37$ of Text: Experiencing MIS Kroenke, et al

MIS in Use

Helm: Software Making Waves

Tugboats might seem like the last place to look for innovative information technology. But Edoc Systems Group $($

www$.$helmoperations.com$),$ a company with headquarters in Victoria, B$.$C$.,$ recognized the potential of information technology to automate business processes in this industry.

Tugboat companies are often family businesses that have been running for more than $100$ years using paper$-$based systems. Things do not change quickly in this industry. For example, a Helm employee visiting an Oregon company found that the dispatch log sheet the company was currently using had been in use in the same format since $1952!$ How can information technology help this industry?

The first step is to understand the challenges the tugboat companies face. Each company has a fleet of vessels, a set of crews that run the vessels, and a list of jobs from various customers that need to be done. The dispatcher is the person at the centre of the business process that matches jobs with crews and vessels. It is a complicated process in which new jobs come in daily, vessels and crews have different capabilities, and customers have different priorities. Tugboats are also expensive $($a tugboat can cost upward of $$5$ million and require thousands of dollars per day to run$).$ Dispatchers require years of experience before they are ready to balance these factors and make efficient scheduling decisions.

Paper$-$based systems worked for decades, but they were relatively inefficient and prone to error. Why? To understand this, you need a more detailed view of the process: It began with a customer order $($usually via phone or fax$).$ An employee at the tug company wrote down the work that needed to be done; that description would then be rewritten and handed to tug captains as a job to do; dispatchers would copy it again onto the dispatch log sheet. When the job was completed, the captains handed their log sheets back to the dispatchers. Dispatchers reviewed the sheets and sent a delivery notice to their customer. The log sheets would then get passed to accounting staff, who rewrote $($or retyped$)$ the entire job into an invoice and sent it out. Finally, the accountant would have to re$-$enter all the invoicing details into the accounting system.

Each job, therefore, was handwritten seven different times by at least four different people. Each written entry not only took a good deal of time but was also prone to copying errors.

Several years of work with tugboat companies resulted in developing HELM Marine Operations software. HELM supports the dispatch process first by equipping each vessel with a computer that runs HELM software. The software is used to keep track of the jobs assigned to the tugboat, details about each job, and information about when the job is completed. This information from each of the boats is linked, through a computer network, with a central computer at the company's main office. This electronic

Business Process Modelling $($BPM$)$ Assignment The HELM SYSTEM CASE

Pg $37$ of Text: Experiencing MIS Kroenke, et al

linkage reduces the reliance on dispatch sheets and automates the job$-$completion notices that dispatchers need to send to their customers. The software also automatically produces invoices and links with the accounting system, thereby reducing even more data entry. HELM, therefore, provides more accurate and timely information. The hardware and software are used to save time for the dispatchers, captains, and accounting staff. HELM software has eliminated up to $60$ percent of the steps involved in the invoicing process and saved companies tens of thousands of dollars each year by reducing errors. Reporting times have also been decreased by up to $90$ percent$-$from $7$ hours to $30$ minutes in some cases. Helm now has customers around the world.