Deloitte Shared
Services, GBS &
BPO Conference
Continuous
Improvement
Berlin, Germany
Vincent Rimbeau, Technicolor
& Xavier Muller, Deloitte
22 – 23 September 2015
Technicolor at a glance 4
Our journey on continuous improvement 6
The Lean Approach 8
Sustaining continuous improvement 12
Q&A 16
Contents
2 Deloitte Shared Services, GBS & BPO Conference 2015
Technicolor at a glance Who we are and what we do
3 Deloitte Shared Services, GBS & BPO Conference 2015
250 world-class
researchers
3,700 digital
artists
700 R&D
engineers
40,000 patents
2,000 patents
granted/year
€136m in
R&D/year
€3.3bn revenues
€398m operating
cash flow
14,000 employees
Our Finance Journey Moving towards a Center of Excellence
Transactional
Services Center of Excellence Business Support
COST
ARBITRAGE
SKILLS
AUTONOMY
BUSINESS
KNOWLEDGE
Central Local
From … … To
Integration
Harmonization
Standardisation
Automation
Lean metrics
Financial analysis
Process expertise
Communication
Business proximity
Performance control
Strategic support
Deloitte Shared Services, GBS & BPO Conference 2015 5
Europe Finance Shared Services Evolution The path to Excellence
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Organization by
Process
Process integration
from 48% to 81%
Cost reduction
Statutory Accounting
Centralized by
Country
Reengineering of
accounting
Processes
Standardization
Cost Optimization
2012 2013 2014
Lean implementation
Integration of Division
Controlling
Optical Character
Recognition (OCR)
implementation
Statutory Accounting
externalized
Motivation, Incentive
Retention program
2015
Lean projects
OCR optimization
Training and retention
People turnover
reduction
Process rationalization
and enforcement
Integration
Reorganization
Productivity
Reengineering
Rationalization
Harmonization
Full Accounting
Services Provider
Centre of
Excellence
FSSC Manager
General Ledger /
Controlling
Cash & Bank
Accounts Receivable
Accounts Payable
Master Data Manage
Tax / VAT
HR Business Partner
Process
& Quality
Financial Shared Services Environment Warsaw FSSC organization
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Changes Existing function
Setting the foundations for the Centre of Excellence
Flat / Lean structure implemented in 2014
Two critical roles created : HR Business Partner and Process & Quality
Manager
Integration of the Controlling activities
Redesign of Tax team, creation of VAT Team : VAT centre of expertise for FSSC
People
Entities served
Bank applications
Languages
ERP systems
How to progress further? The need for Lean
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Lean Project
A new organization was in place
The team was fully on board
Processes were rationalized
Communication with the Business was established
Change the Mindset
Remove non added value tasks
Create Quality Assurance
instead of Quality Control
Establish a Continuous
Improvement program
Ownership was still weak
Process adjustments needed to be secured
and fine tuned
Productivity and efficiency improvements had
to be sustainable
Achievements accomplished so far…
… with some weaknesses still to be addressed
It became obvious, we had to…
Lean implementation Roadmap
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APRIL 2014
Session I
Introduction to the
Lean Methodology
Session II, III, IV
Management Rituals
& Visual Management
AP Process review
MAY – JUL 2014
Session V, VII
GL Process
Review, Internal
workshops
SEP - DEC 2014
Session VI
Problem solving
methodology
training
OCT 2014
Session VIII
Internal workshops
AR and VAT
MAR 2015
Session IX
Internal workshops
AP, C&B, MdM, GL
APR - MAY 2015
Session X
Workshops with the
business
representatives
Session XI
Workshop with
Treasury (hedging)
SEP 2015
JUN - JUL 2015
Deploying Lean and consolidating our progress
Team lead by the Process & Quality Manager supported by visible and committed sponsorship
2–3 days per month of external support and 1 week per month of an internal lean specialist between each session
Included as a workstream of the on-going Operational Excellence program
Annual FSSC
meeting to
celebrate initial
successes
Example of visual management Travel & Entertainment team
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Showcasing continuous improvement : evolution from week 31 to week 43
Indicator evolution : adding a red limit, 20 being the alert level
Formalization of on-going Pareto analysis
Letting the team
improve the way
there are
tracking their
progress
Example of problem solving workshops Collaborating to find solutions
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Gaining the confidence
that the FSSC can be
trusted is key
Establishing on common
CIP tool to share issues
and follow through
resolution
Showcasing continuous improvement
Removing waste:
Performing right first time,
gaining trust with the
business, resulting in
suppressing the need to re-
print invoices to check the
payment run
Identifying with the business
areas for improvement
and monitoring regularly the
implementation progress
Showcasing continuous improvement
Enhanced monthly reports:
Example of performance measurement Managing the FSSC performance
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Monthly formal reviews
with the business built on
constructive VoC
Establishing meaningful
KPIs to help the team
measure their real
performance
Process KPI are published
and commented monthly
Monthly financial reports
enhanced with relevant
comments for the business,
including suggestions for
improvement and request
for feedback
Setting up new KPIs to
better reflect the nature of
the processes including VA
vs. Non-VA activities and
focusing on Quality
delivered
Hurdles for Rituals / Visuals Challenges to overcome during the Lean implementation
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Resistance to change
People turnover (3 team leaders absent for the
initial training…)
Number of people: 10 team leaders
Time lost, no vision of the added value
Fear to lose control
Difficulty to find relevant indicators
Lack of expertise and experience to design and
display the visuals in a complex environment
• Use one Team Leader as a “locomotive”
• Embark the others TL step by step
• Facilitate team events to share and celebrate
2014
• Define and refine KPIs
• Use external experts to bring technics, reduce language barrier and work closer
2015
Hurdles for Workshops Challenges to overcome during the Lean implementation
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Refusal of colleagues to report and explain issues
by fear of negative consequences
Monthly cycle not providing enough time for useful
data collection
Complex processes such as the monthly closing
Fear of pointing fingers when discussing defects in
presence of ‘clients’
Available data not allowing to distinguish added
value from non added value tasks
Too many workshops, action plans, too much detail
• 8 workshops
• In Polish language
• Embarked more team members to ease communication
• Create a matrix of priority (impact/ easiness)
2015
Key objectives
Continue to develop Lean
mindset of Team leaders
and Accountants
Develop Added Value by
Reducing Non Added Value
Activities in all FSCC
processes
Develop Lean Mindset with
BUs to reduce Non Added
Value activities
Our journey to Excellence Key achievements - summary
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Management rituals
and visual management
Waste
elimination
Sustainability
Relevant
KPIs
Team Leaders
involvement
and ownership
Mindset
and attitude
of the
teams
Team Leaders
management
skills
Reduction of
people’s
turnover
Communication and
shared understanding
between FSSC and the
Business
Cost
improvement/
Containment
Efficiency
quality and
customer
satisfaction
Our journey to Excellence Fostering a continuous improvement mindset
15 Deloitte Shared Services, GBS & BPO Conference 2015
FOSTERING
CONTINUOUS
IMPROVEMENT
Formalization of
the CI Program
Identification of areas
for improvements
during the Lean
workshops,
Action Plan definition,
CIP tool for monitoring
of progress
CI as a standard
approach of FSSC
employees
Team Leaders as the
owners of the CIP:
Performance and
monitoring of the
action plan,
Identification of new
improvement
opportunities
Any Questions?
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