Going Digital

Question of the day: What does a shredder have in common with a document scanner?

Answer: They both can and will shred documents.

Yes, document scanners do "shred" paper from time to time. While not a desirable outcome, this is yet one example of an "ah-ha" moment that may occur while providing document scanning services.

For an entrepreneur or business development team member, clients repeatedly requesting a new service such as document imaging is exciting, challenging and is often seen as a sign.

The initial consideration for providing document imaging services to your clients may have even come from articles of interest in professional literature, trade journals or materials presented at a trade conference, such as those held by the National Association for Information Destruction (NAID) or PRISM International. The source is not as critical as the research that should be done to ensure a good understanding of the service and process. This research will go a long way to ensure success in the delivery of service.

Twelve years ago, Confidential Record Management Inc. (CRMI), New Bern, N.C., received an inquiry from a local attorney and current client of our record center. A partner in the law firm had recently attended a legal professional conference in the Midwest. During the conference there was a great deal of discussion regarding the electronic management of less-active client records. The firm contacted CRMI and expressed an interest in exploring the idea of "scanning" law firm records to an electronic format.

Now, as a record center owner and current provider of the law firm’s off-site record management needs, I was very interested in the concept that this lawyer might be removing records from our inventory, but also in his having expressed interest in transitioning to the electronic age.

After a brief discussion with the client, CRMI purchased document imaging equipment and software. The law firm agreed to let us "learn" the process by scanning records currently off-site at the record center. Fortunately, he also agreed to reimburse our company for the service while we developed our processes for document imaging. The test project proved to be a pivotal point in CRMI’s ability to market and provide document imaging services, and the law firm became the initial business reference for future CRMI document imaging clients.

At that time clients and prospects were beginning to read about the concept of document conversion to electronic format, but most continued to be reluctant. The majority of our current records center clients at that time took a "wait and see" approach. They thought it was a good idea, but did not want to be the first to try the technology or to test the courts. It was unclear if the electronic version of a paper document would meet the applicable state and federal guidelines. Also, there were concerns that the electronic form of a record would not be admissible as evidence during litigation.

Prior to implementing document imaging services, CRMI met with representatives of the state department of archives. This meeting proved worthwhile by providing direction as internal processes were developed.

Archive representatives described procedures and standards that must be met, what was then referred to as "self warranty" standards, or a process that ensures accurate reproduction of the original. At that time, recommended considerations described standards applicable to micrographics, such as microfilm or micro fiche. While not directly addressing document imaging services, the outline provided a framework of practices.

CRMI has developed our standard operating procedures to ensure clients received scanned images that appear as a "mirror image" of the original document. Today most state and federal legal systems recognize duplicate electronic records as admissible in a court of law, if they have been prepared by a process that accurately reproduces the original.

Currently CRMI’s document imaging department represents 56 percent of our business revenue. The department operates two shifts daily to meet client service needs. Many of the procedures and applications for workflow management, quality control and improvement have been developed internally.

In preliminary planning, a company should gather and analyze critical vendor information. Competitor information provides a sense of market need, identifies technical expertise needed to compete, identifies level and complexity of services needed and clarifies the current market pricing structure.

Once the document imaging software package and document scanner selection is made, the development of internal procedures is crucial. A structured process that is well documented, continually refined and applied to all client projects will ensure smooth departmental flow as the volume increases.

Record management within the imaging process address these areas:

While not all inclusive, development of procedures and standards in areas such as these will guide the process and promote accuracy and quality.

The decision to offer document imaging services may seem at first glance to be a "good fit" in the document destruction company service listing. Conceptual differences obviously exist between the two service areas. However, many of the same industry standards apply, such as confidentiality and document chain of custody.

Additionally, when considering adding document imaging services as a component of a company’s business model, company owners and managers should ask themselves if they can provide the new service without distracting from the core business service.

Existing clients and prospects may be eager to embrace the concept of a "paperless" office. A more accurate description may be the quest for a "reduced paper" office. Many clients like the concept of converting boxes of less active or closed records into electronic format (back-file conversion), others choose to implement an imaging process that will allow incorporation of active documents into an existing electronic document management system (day-forward conversion).

Typical clients may include health care organizations, educational institutions, banks, manufacturers, social services agencies and legal firms. Those organizations with the highest associated risks are more inclined to plan and budget for ongoing document imaging projects.

The trend to migrate new business documents to an electronic format is challenged by the need to implement electronic documentation systems and integrate less active, older source documents. Document imaging service providers may have the solution to a very specific client need in this process.

Biding and winning small projects initially provides an effective training experience. The smaller projects also help build a sound client reference list. Problem resolution and further development of standardized procedures that occur as an imaging provider works with different clients and document types will prove beneficial. As volume and staffing requirements increase, this experience will be invaluable.

The international record management industry continues to grow and evolve at an explosive rate. Exploring document imaging services and other value-add services are key to the long-term health and success of the information management industry today.