BUILDING INTER-OPERABILITY BETWEEN REGIONAL …Bureau Veritas –SSON Summit India Dec 2013 3 Bureau...

BUILDING INTER-OPERABILITY BETWEEN

REGIONAL SERVICE CENTERS

TO UNLOCK REAL VALUE

Avinash Sankhe Global Head, Shared Services Center

- Industry and Facilities Division,

Bureau Veritas (BV)

© - Copyright Bureau Veritas

2 Bureau Veritas – SSON Summit India – Dec 2013

Agenda

► About Bureau Veritas (BV)

► SSC Implementation – Gap analysis & course correction: Bridging service gaps and linking shared services centre for better collaboration and output

► Performance improvement & operational integration: Creating center of excellence through shared services center

► Manage Scale and Skill: Branding shared services center for attracting the right talent

► Business value creation and sustenance: Shared services center enabling better decision making and delivering higher value


Bureau Veritas

► Established in 1828

► A global leader in conformity assessment and certification services in the areas of

quality, health and safety, environment and social responsibility (QHSE)

► 2012 revenue: €3.9 bn

► More than 900 offices in 140 countries

► Over 60,000 skilled employees

► Eight global businesses providing a complete set of services

► Servicing 400,000 customers across a wide range of end markets

► Bureau Veritas, India - 43 Offices, 20 Testing Labs, 4500 employees



A Large and Balanced Portfolio of Activities

Conformity assessment of ships and marine equipment Marine

Conformity assessment of facilities / equipments to

regulatory and client specifications Industry

Periodic inspection of equipment & facilities in operation

to assess conformity In-service Inspection

& Verification

Conformity assessment of buildings and infrastructures Construction

Certification of management systems in the area of

QHSE and second party auditing services Certification

Testing, inspection and certification of consumer goods Consumer

Products

Trade facilitation services and commodities inspection

and testing Government

Services &

International Trade

Leadership positions in all our 8 global businesses

Commodities inspection and testing: oil &

petrochemicals, metals & minerals, agriculture Commodities



BV Network of Offices

Americas

200 locations

and 100 laboratories

30 countries

A global network comprising more than 900 locations and 330 laboratories across 140 countries

• Europe – excluding France

• Middle-East

• Africa

Asia-Pacific

210 locations


22 countries

France

160 locations

and 10 laboratories

EMEA

360 locations


87 countries


Operations Shared Service Center @ BV - Missions

• Take over country back office processes to secure scalability & mutualization

• Professionalize, industrialize and improve performance

Challenge

• Some countries/Regions do not have critical mass to justify a professional back office unit

Solution

• Support small countries cope with business cycles and attrition through skilled and interoperable resources at SSC

Support

Global

Services

Support

Countries

Back-

Office

• Master Administrative tasks

• Perform end-to-end monitoring

• Day-to day alerts, reminders

• Monthly/Quarterly KPIs

• Focus on technical rules while supporting on client service

Challenge

• Global business spread across > 100 contracting countries requiring consistency in service delivery

• Customers/suppliers across > 100 countries

Solution

• Clear & uniform processes designed

• Use of global IT tools

• Centralize back office to Mutualize knowledge & support uniform service delivery

• Centralize global performance monitoring

MISSION BUSINESS CASE

Run Back-office

function as a Front –office

with KPIs

Shared Services Center acts as a catalyst to enhance global services performance


GLOBAL TOOLS

Common repository of documents, Workflows, KPIs and alerts

• SSC A : Administrative Activities & end-to-end performance monitoring

• SSC T : Technical Activities & approvals/decisions through Pool / Hub structure

• Countries : Customer Service delivery

Operations coordination

1 • Countries

3

7 4

6

5 12

• SSC T

8

9 10

End to end Performance Monitoring, KPIs and alerts

• SSC A (Mumbai)

11 2

SSC Scope within Bureau Veritas

SSC model based on clear split of tasks across actors, Global IT tool and SLA / Reporting


• What is our longer term vision? How are we performing today? What is the gap?

• What are our strategic choices to close the gap?

• What elements of the operating model do we need to transform (ST, MT, LT)?

• How will we know that we have been successful?

•The strategic focus of a performance framework seeks to answer: “Are we doing the right things?” – Effective?

• Is operational performance on track?

• Where there are issues, what is the root cause?

• What operational choices do we have to correct and / or improve performance?

• What performance improvement interventions / pilots do we need to help drive improvement?

• How should we best allocate resources?

•The operational delivery then seeks to answer: “Are we doing things right – Efficient?

•Source:- “The Balanced Scorecard” Kaplan and Norton

•Performance Scorecard •Performance

•Scorecard

•STRATEGIC •PERFORMANCE LOOP

•OPERATIONAL •PERFORMANCE LOOP

•Strategy

•Operations

The key gaps are identified through these strategic and operational aspects

► Critical review of Performance KPIs

► Strategic objective to secure technical compliance

► Achieve internal KPIs on backlogs, processes and time to respond to countries / clients

Bridging service gaps for better collaboration and output


GAPS

1. Few of the countries have non-uniform

process/product knowledge with their

resources

2. Knowledge of usage of tools across

countries and within different resources of

the same country inconsistent

3. For some regions / hubs, harmonized

processes/documents not followed

4. Ad-hoc requests for reports instead of

using enterprise reporting tools for

extracting data

5. For few customer facing sub-processes ,

performance SLAs and KPIs not defined

IMPACTS

1. Loss of productive time ; time spent on

repetitive query resolutions resulting into

delays

2. Alerts missed & negative impact on client

service

3. Impact on overall productivity and

turnaround time

4. Delay & wastage of efforts by skilled

resources

5. Overall KPI impacted & SSC impact and

benefits not accomplished at desired levels

SSC launched communication actions with countries & resources to address these gaps

Bridging service gaps for better collaboration and output

► Analysis of Gaps and their Business Impacts


Creating center of excellence (CoE) through SSC -

Levers

Competence assessment and periodic review

- End to end process

- Tools

- Business Rules

- Governance

Operations Control

Performance control

- KPIs

- SLAs

- Monitoring

- Escalations

Customer Service Attitude

SSC as CoE

- Document & Process control

- Tools usage, Data Integrity

- Harmonization within SSC

- RCA

- Time to respond

- Quality of service

- Flexibility

- Alerts / No surprises

Learning curve and ‘Excellence at BV-SSC’ managed through balance of operational and client

servicing levers using Lean Methodology

Internal

External


Transactional services

Group of Processes

End to end processes

Performance Monitoring & Improvement

End Client Interaction & delivery

Creating center of excellence (CoE) through SSC -

trajectory


Branding SSC for attracting the right talent

“Front-Office “ attitude in a Back-office – leverage on customer

service experience as an integrated function for global delivery

Mission

& Goal

Under delegation of corporate management & JD linked to corporate

strategies – individual growth linked to Organization growth Visibility

Clear knowledge of customer expectations, SLAs and clear

definition of scope across the actors ; Performance KPIs Transparency

Exposure to global business & functions with opportunity to

optimize, standardize and transform processes Global

Landscape

Be one to lead pilots and replicate success to be an SSC

brand ambassador

SSC Brand

ambassador

► Pre-employment


Branding SSC for attracting & retaining the right talent

► Post-employment

Help to align individual values and aspirations with company goals,

absolutes and missions; Walk the Talk

Leverage

Company

Brand

Periodic competence assessments help to calibrate knowledge and

interest Competence

assessments

Competence gaps addressed through functional and role-

based training; aligning to a career stream, new or existing Skills

development

Transparent feedback & recognition, emphasizing on gaps

against mission & execution ; keep the talent pool motivated

Feedback &

Recognition

SSC potential and tenets of being an instrument of transformation;

rebuild passion to perform better and institutionalize continual

improvements

Culture and

passion


Shared services center enabling better decision

making and delivering higher value

► Support decisions impacting Operational Performance

Day-to-day operational and global inventory monitoring

Weekly alerts on forthcoming events (audits per AB rules, inspection per client business

rules etc)

Critical actions due (E.g. Report to be issued, certificate to be issued etc)

Resource Management & Allocation controls (qualifications, rotation rules etc)

► Support decisions impacting Business performance

Process KPIs

End to end client KPIs

Client growth/attrition across regions/zones etc




KPI - Accreditation Body DB Updates

KPI – Audit Reporting




KPI – No of days to issue conformance – Client 1

KPI – No of days to issue conformance – Client 2

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