Halliburton Tax Department
Process Improvement Discussion
June 29, 2011
2FOR INTERNAL USE ONLY
Discussion Topics
A quick look at the Opportunity “demographics” from June 14th meeting
Process Improvement objectives for Tax
Next Steps
3FOR INTERNAL USE ONLY
LikelySolution Audit Compliance DMG FTC OneSOurce Planning Tax Acctg Grand Total %OneSOurce 12 6 10 12 40 35%Process 6 2 3 8 5 24 21%Talisman 1 9 1 1 12 10%Tool 3 4 4 11 10%F&A 5 1 4 10 9%Role 1 1 2 4 3%Training 1 3 4 3%CorpTax 2 2 2%Sharepoint 2 2 2%Communication 1 1 2 2%Documetation 2 2 2%Access 1 1 1%SAP 1 1 1%Grand Total 13 27 18 5 11 13 28 115 100%
Opportunity CategoryAudit Compliance DMG FTC OneSOurce Planning Tax Acctg Grand Total %Auto 1 11 8 1 3 9 33 29%Info 2 3 7 3 2 6 23 20%PI 4 6 1 1 1 6 2 21 18%Data 2 5 1 2 2 2 5 19 17%P&T 4 1 1 1 3 5 15 13%F&A Data 2 1 1 4 3%Grand Total 13 27 18 5 11 13 28 115 100%
A Quick Look At The Opportunities …
Of the approximately 115 opportunities identified in the team presentations, the vast majority (80+%) fall into 4 categories: Automation, Information, Process Improvement and Data.
… of those opportunities, the solutions tend to cluster around a few areas.
Opportunities by “type”…
Opportunities by “Likely Solution”…
4FOR INTERNAL USE ONLY
Looking at the intersection between the type of opportunity (e.g. automation) and the expected solution (e.g. OneSource) we see pockets of commonality:
… while this information is not conclusive, it provides a “heat-map” view of where we think opportunities exist, and where we may want to focus our efforts.
A Quick Look At The Opportunities …
Equally important – where we may NOT want to focus our efforts.
Opportunity CategoryAccessCommun
icationDocumet
ation Process Role F&A Tool TrainingOneSOur
ce TalismanSharepoi
nt SAP CorpTax Grand Total
Auto 1 3 24 4 1 33
Info 1 5 3 7 6 1 23
PI 12 1 2 3 1 1 1 21
Data 1 1 1 2 5 3 5 1 19
P&T 1 5 3 4 1 1 15
F&A Data 4 4
Grand Total 1 2 2 24 4 10 11 4 40 12 2 1 2 115
5FOR INTERNAL USE ONLY
Goals / Expectations – Typical PI Program
Culture Change•Fact-based decisions•Customer-focused organization•Effective, consistent approach to problem solving
Results:•Productivity (typically 20-30% improvement)•Cost savings•Quality improvement (fewer defects, risk mitigation)
Effective Team working:•Identifying the right team members•Effectively engaging team members to solve the problem
Upgrade Organizational Capabilities & Solve Specific ProblemsUpgrade Organizational Capabilities & Solve Specific ProblemsUpgrade Organizational Capabilities & Solve Specific ProblemsUpgrade Organizational Capabilities & Solve Specific Problems
6FOR INTERNAL USE ONLY
Process Improvement Roles
Project Sponsor(Champion)
Project Leader(Belt)
Team Members• Individuals with specific skills/knowledge required to
successfully complete the project.
• Leads day-to-day project activities.• Responsible for the success of the project• Establishes a team and manages the team’s
activities.
• Identifies and qualifies project opportunity.• Assigns the project to a project lead.• Monitors progress, breaks down barriers.
7FOR INTERNAL USE ONLY
Suggested Next Steps
• Identify your top 3-4 projects
• Indicate who you think should lead each project
• For next Staff Meeting (July 13th)
8FOR INTERNAL USE ONLY
APPENDIX – Examples of Categories of Opportunities Auto Examples:
– Automate Transfer of Data Between Compliance Software and Excel– Manual Tax Adjustment (data)– Manual Tax Adjustment (process) Automation– Forms Automation
Info Examples:– Begin to mitigate Fin 48 issues arising from lack of documentation– Incorporate use of provision reporting checklists to ensure appropriate inter- and intra-period classification of balances
PI Examples:– Partner with internal audit to ensure planning strategies are implemented, executed, and maintained in accordance with the
plan– Develop Process to Release 3rd Party WHT from A/R
Data Examples:– Develop database of historic intercompany issues and their resolution – reduce duplication of effort– Topside Entries– Integration of Hyperion Planning data directly into provision processes on a real-time basis
P&T Examples:– Implement a rotation/training process to develop expertise– Completion and rollout of iLearn courses followed by continuous update – Assignment of support responsibility to Tracy Howell to assist F&A field personnel and RTM’s
F&A Examples:– Create Separate “Capital Accounts” for Partnership Rptg. – Flexible data feeds & adjustment automation enable working with F&A to improve upstream data feeds – Alignment of tax with the finance organization (data not aligned)
Top Related