changing roles - corporate language services revisited · 2014. 8. 27. · some additional manual...
TRANSCRIPT
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Changing Roles -
Corporate Language Services Revisited
Date: June 15, 2011, LocWorld
Barcelona Produced by: Beat Buchmann
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 1
From traditional corporate language services to in-house translation agency / LSP
From Swiss to global sourcing
From resource allocator to language coach
From clerk to project manager
From translator to quality assurer
Changing
Roles
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 2
Credit Suisse Language Services Who We Are and What We Do
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 3
36.1 translators/revisors,3.0 terminologists,2.8 translation technologists, 6.4 customer desk staff, 2.8 management & supportapprox. 70 freelance translators15 agencies under contracttranslation memory: 4 million sentence pairsterminology database: 37,000 termsapprox. 50,000 potential clients, 4,000 client IDsapprox. 160,000 standard pages p.a.approx. 35,000 orders p.a. (= 160 per day)volume increase 2009 v. 2008: + 4.5%volume increase 2010 v. 2009: + 25%
Language Services Facts & Figures
Q1 2011
German16%
English25%
French23%
Italian18 %
Chinese11%
Japanese2%
Russian2%
Others5%
German48% 3% 17% 16% 11% - - - 1%
English43% 11% 1% 6% 6% 11% 2% 2% 4%
French2%
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 4
Language ServicesTLSL1.0 *)
EnglishTLSL 1
7.8
FrenchTLSL 2
9.4
ItalianTLSL 3
7.6
German TLSL 4
5.3
Customer DeskTLSL 5
6.4
Russian MoscowTLSL 6
1.0
French ZurichTLSL 21
Italian ZurichTLSL 31
French GenevaTLSL 22
Italian LuganoTLSL 32
Mgmt SupportTLSL 94
1.8
English ZurichTLSL 11
English New YorkTLSL 12
Japanese TokyoTLSL 7
2.0
Chinese BeijingTLSL 8
3.0
TranslationTechnology
TLSL 932.8
TerminologyTLSL 9
3.0
*) FTE
Language Services Organizational
Chart
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 5
Translations into any language requestedin-house capacity for translation of core texts (high business and reputational risk) from a number of different languages into English, French, Italian, German, Japanese, Chinese, Russiancollaboration with qualified external partners for non-core texts and other language combinationsdifferent levels of quality:-
premium quality for publications
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top quality for important internal documents
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accurate, but unpolished quality, for information purposes
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gisting quality (summary or machine translation with rapid post-editing)
Basic Service
Language Services Services
(1)
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 6
Other
Services
Editing and proofreading of texts written in English, French, Italian, German, Japanese, Chinese and RussianCorrection of texts for publication (ready for print, ready for online posting)Referral of professional conference interpretersDefinition of translation conventions for Credit Suisse GroupPreparation of glossaries, thesauruses, documentation and terminology listsMaintenance and expansion of a terminology database on the intranetAnswering language-related inquiries
Language Services Services
(2)
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 7
Point of Departure 2004
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 8
The Crucial Question
Question:
Why does a big company such as Credit Suisse have its own internal language services –
as opposed to a number of other big firms having outsourced this
function?
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 9
External sourcing moderate (2004: 34%) and not strategic:
reasons: volume peaks, missing language combination, lack of subject matter knowledge
overall high unit costs
Traditional in-house language services
Scenario 2Full outsourcing to one / several Swiss provider(s)
some savings at risk of deterioration of quality over time
Scenario 3Full outsourcing to Swiss + international providers
higher savings but at high risk: "accidents" costly in both CHF and image pre-programmed
from a professional point of view, irresponsible to go down this route
Sourcing Options (1/2)
Scenario 1In-house agency
linguistic competency and assets remain in-house: added value (quality, risk minimization)
unit cost at Swiss provider level realistic
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 10
Sourcing Options: In-House Agency v. Full Outsourcing (2/2)CS In-House Agency Full Outsourcing
Unit cost comparable with industry benchmark but with added value of CS quality assurance
Diversified provider portfolio strong price negotiating position due to competition
Control & leverage of translation memory & terminology DB CS dictates discounts purchasing power
Industry expertise re language service provider mgmt (rates, customer service, standards, complaints mgmt)
Quality assurance incl. consistent corporate language by CS specialists
Active risk mgmt through screening of translation jobs and targeted allocation
High customer satisfaction ( > 8 of 10 )
Final negotiated price based on Supply Management experience usually considerably higher than initial offer
Locked into one / few provider(s) mid/long term weak negotiating position
Financial benefits of linguistic tools not fully passed on to client
Need for dedicated CS provider manager with industry expertise (incl. linguistic complaints mgmt)
After contractual employment period of ex-CS staff, deterioration of quality business & reputational risk
Order mgmt and quality assurance shifted to each individual CS end client workload up, quality down
Customer satisfaction down over time (market voices)
Balance risk / benefits / costs in favor of in-house agency solution
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 11
The Crucial Question
Question: Why does a big company such as Credit Suisse have its own internal language services?Answer:
Added value
Added value through:
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minimization of business and reputational risk (core texts translated in-house)
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best "make or buy" decision based on industry knowledge-
informed decision regarding quality level required
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guardian of corporate language: terminology database, language norms, TM
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higher-than-market quality through holistic internal quality assurance
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closeness to and knowledge of internal clients and procedures
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access to internal sources of information (specialists, intranet, etc.)-
availability, flexibility, confidentiality
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 12
Selective Outsourcing
Optimization of level of vertical integration by adopting a lean industrial engineering approach to translation – selectively sourcing semi-finished products externally and providing the finishing touch by internal specialists.
Bulk of translation function to be outsourced (2004: 34%); extend provider portfolio to become global; only core texts (high business or reputational risk) translated in-house
Optimally leverage existing skills: better deployment of language group heads and of customer desk clerks (changing roles, change management)
In-house operations to be transformed from mainly translation to quality assurance
Invest in quality (people, partners, processes, systems)
CS Language Services to function like a translation agency with added benefit of in-house controlled holistic quality assurance along the entire production chain
Strategy
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 13
Follow-Up Questions
Questions: Given the new strategy:Are we doing the right thing?What we do, are we doing it right?
Answer: Obviously not
Launch of a Six Sigma project to have a close look at existing roles,responsibilities, resources, tools and processes
Two immediate measuresanalysis of the types of source text materials and differentiation as to the quality, service, and processing levels required (levels 1-3); definition of level criteria catalogueglobal RFP to identify and contract preferred suppliers with best price /quality ratio
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 14
Traditional Language
Services A Close Look at Existing
Roles, Responsibilities,
Resources, Tools and Processes
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 15
Technical Setup 2005Delivery Admin and Planning Translation Delivery
Email in group inbox
approx. 95%
Fax
Alternatives
Post
Courier Phone
Documents manually saved in LAN. Job manually entered and resources managed in "Translator's Task Manager" (Client/Server, MS SQL).
TTM database
Some additional manual preparation (scanning, reformatting, etc.)
Partially: Time required estimated on the basis of pre-translated text in the translation memory
Technical tools
TRADOS Workbench
Translation memory is accessed and fed into various text editors.
Translation memory
TRADOS MultiTerm
Terminology tool.
Terminology DB
LAN
Email
approx. 95%
Alternatives
Jobs placed externally: manual dispatch via email.
manual/
physical distribution
CMS
Fax Post
Courier Phone
CMS
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 16
Process (1/3)
Problem:
Entry deficits on client side
Problem:
Jobs wait in tray for collection by Language Group Head
Client sends job via email
CD employee processes job
tray
Network folder
TTM
Email appears in Customer Desk
inbox
Entry electronic entry
electronic
primary medium: paper
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 17
Problem:
Jobs are
processed
differently
and independent of each
other
in the
various
languages.
electronic
Primary
medium: paper primary
medium: electronic
additional: paper
write
email electronic
Language
group
heads
evaluate
(level
decision) and allocate
jobs
(capacity
management)
Internal
translation Internal
revision
Corrections
are
discussed. The
translator
then
sends
the
job back to the
client.
Client receives
job via email
Level 1
internal
Process (2/3)
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 18
Problem:
External placement takes a long time
External translationCD employee
contacts external proposed by LGH
Client receives job via email
L 3
Internal revision
L 2Level 2/3
external
back & forth
Received by CD
electronic
Primary medium: paper write email
additional: paper
primary medium: electronic
email electronicemail
Level 2
electronicemail
Level 3
in CD rev.
in CDemail
Process (3/3)
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 19
Findings –
Technical Platform & Admin/Work Preparation Process
Too many manual steps
Constant shift between media
20% client input defects
15% work preparation defects (CD clerks)
Throughput times too long, late deliveries to client
Crude capacity management tools at language group level (Word, Excel, paper)
etc.
Example of findings:details of 20% client input defects
Coun
t
Perc
ent
Input Problem
S ons
tiges
Form
at pro
b.
Dok f
ehlt
z usä
tzl. n
otw. I
nfo fe
hlt
Zielsp
r . feh
lt
W- T
erm .
fehlt
A uftr
ag un
k lar
B/Kst
fehlt
100
80
60
40
20
0
100
80
60
40
20
0
P areto Chart of Input P roblem
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 20
Findings –
Resources, Roles and Responsibilities
63 FTEs in-house staff, mostly Swiss freelancers and agencies (68%)
Bulk translated in-house (66%)
Language Group Heads (LGH) – the most senior, most experienced, most expensive translators loaded with admin/process tasks
LGH autonomous with regard to processing/allocation decision for individual translation jobs
Potential of reasonably well paid CD clerks (multilingual, mostly with translator training) totally underused
Split of resource allocation decision power (LGH) and actual allocation (CD clerk) with regard to external resources
In-house translators overqualified / too expensive for certain text types; no added value as compared to market quality
Inefficient use of human resources and expertise at all levels
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 21
Service Level Concept
Level 1:Texts requiring the highest quality standards, knowledge of internal processes / corporate language / information sources, confidentiality, or texts with high business or reputation risk
Translated and revised internally
Level 2:Texts requiring high quality standards, specialist expertisea)
Familiarity with CS and SwitzerlandTranslated externally (chiefly freelancers / agencies in CH), revised internally
b)
No CS or
Switzerland-specific
contentTranslated externally (chiefly freelancers / agencies abroad), revised internally
Level 3:Texts without CS or Switzerland-specific content, chiefly for internal use only
Translated externally (agencies abroad) with standardized internal quality control as per checklist
Findings –
Types of Source Text Material
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 22
Implementation of a new software solution in which both the administrative tasks and the linguistic functions are integrated into a workflow
–
Automates many tasks that were previously performed manually–
Eliminates the constant change of medium (paper / electronic)
–
Standard processes also for external resources–
Enhances translation quality through the consistent use of linguistic tools
Role transfer from LGH to CD: centralization of level decision and job allocation / capacity management at Customer Desk
–
End-to-end project management responsibility clearly assigned–
LGHs focus on management / coaching / training / quality assurance tasks
Strictly apply level concept to focus Language Services as a whole and translators as individuals on added value activities only
–
translator becomes mainly quality assurer–
considerable reduction of unit costs through internal external production shift and through Swiss global sourcing shift
–
Language Services turns into in-house agency
1
2
3
Three
Major Areas
of Transition
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 23
Integrated
Language
Services Tool (ILST)1
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 24
Technical Setup from Q2 2008 Onward Delivery Admin, work preparation & resource allocation Translation Delivery
approx. 98%
Alternatives Manual entry of job and documents in the workflow tool.
STAR Transit
Translation memory
TermStar
Terminology DB
Job portal in the intranet
Data and documents are automatically saved in the workflow tool.
approx. 98%
Alternatives
Job portal in the intranet
Interface portal –
workflow tool
Workflow Tool incl.
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CMAT: Capacity Mgmt
& Allocation Tool
- PO: Purchase Order
Features of workflow tool (STAR James):
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pre-processing of source texts (TM & TDB)
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client master data in CMAT
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internal and external resource master data
(languages, specialties, rates, etc.) in CMAT
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generation of PO if job externally allocated
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reporting/controlling module
Automatic delivery via workflow tool
Interface to web portal
Email
Fax Post
Courier Phone
CMS Email
Fax Post
Courier Phone
CMSInterface workflow tool –
CMSInterface CMS –
workflow tool
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 25
Entry electronic
Mandatory fields
reduce
entry
errors
on client
side.
Jobs are
evaluated
and allocated
centrally
via CD. Standard procedure
and time savings
for
evaluation.
Client sends
job via webportal
CD employee
takes
level
decision
and allocates
jobs
internally
and externally
(capacity
management)
Level 1
Level 2
Level 3
Pre-processed
job in workflow
systemFiles and job data
are
saved
centrally, files
are
pre-
processed
automatically.
Current Process (1/2)
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 26
Internal
translation
Level 1
internal
Internal
revision
Client receives
job via workflow
system
electronic
Depending
on type
of work
additionally: paper
Current Process (2/2)
Level 2/3
external
External
translation
L 3
Brief internal
revision
Internal
revision
L 2
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 27
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 28
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 29
Changing
Roles: Language
Group Heads, Customer
Desk
Clerks
2
3 Changing
Roles: Translators, Traditional Language
Services In-House Agency
Swiss Sourcing Global Sourcing
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 30
Language Group Head
Has an overview of his/her group’s jobs and can intervene if necessary.
Evaluates level and determines translator & revisor
(cap. mgmt.)
CD Project ManagerClient
Translator & Quality Assurer
Client
Increasingly performs coaching, training, and quality assurance tasks.
New Roles for LGHs, Customer Desk Clerks, and Translators
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 31
From
In-House to Agency, from
Swiss to Global Sourcing
2004 2005 2006 2007 2008 2009 2010
Internal 66% 54% 34% 26% 24% 22% 13%
External 34% 46% 66% 74% 76% 78% 87%
translation
year
Shift internal / external translation 2004 -
2010
2004 2005 2006 2007 2008 2009 2010
Swiss 68% 62% 61% 51% 54% 51% 40%
Global 32% 38% 39% 49% 46% 49% 60%
year
Sourcing shift: Swiss / global providers 2004 -
2010
translation
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 32
Investment in Changing Roles
Lengthy and intense change management process (2006-2008):
Questionnaires, interviews, group sessions to extract knowledge from LGHs’ brains, make it explicit and capture it in client and resource profiles
Numerous training and know-how transfer workshops with LGHs and CD clerks
LGH and CD role changes relatively easy sells: win-win situation, upgrading both functions
Translator Quality Assurer role change a more difficult sell: plenary sessions, individual talks, proper sales job (NTH syndrome); numerous revision workshops
In collaboration with Supply Management, one global RFP and several local RFPs in different geographic areas to test and recruit external partners
In collaboration with Legal, set up contractual framework and negotiate approx. 100 supplier contracts (including use of same software, PO based TM discounts etc.)
Continuous investment in quality
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 33
Investment in Holistic Quality Assurance (1/2)
1. Client
CS language conventions
Terminology DB on intranet
Center of competence E/G
2. Data transfer/pre-processing
Subject area
Target audience
TM
Background material
3. Project Managers
Criteria catalogue for in-house/outsource decision
Choice of best available resource (transl. & revision)
Formatting check of source text correct segmentation
4. PMs & TT
Format manipulations, conversions, etc.
"Job enrichment": additional background material, links
Electronic package: TM & TDB extracts, background material
Quality Assurance
Investment TDB System
TMSkills Skills
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 34
Investment in Holistic Quality Assurance (2/2)
5. Translator
Access to CS services:–
terminology database–
terminologists–
transl. technologists–
project managers
6. Revisor
Internal expertise:–
CS corporate language–
CS lang. conventions–
access to end client
Rating of external resource / ratings, incl. comments sent to agencies monthly
7. Data transfer
Revised (final) version sent to external provider
Comments to client
8. Client
Quarterly reporting to main clients
Regular client survey
Defined complaints mgmt
Quality Assurance
Investment StaffProviders
StaffAgencies
Provider Client relationship
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 35
Reduce external costs per unit to an optimum
Find the ideal level of vertical integration (cheap sourcing versus quality assurance effort needed) to achieve (1) the optimal mixed cost calculation and (2) the quality required by customers.
Financing (1/2)
fully exploit the opportunities of global sourcing including currency fluctuations
fully leverage the benefits of our in-house linguistic and workflow tools (translator workstation, translation memory, terminology database) and to exert significant purchasing power in the market:
–
make contractual discount arrangements with all providers based on output from translation memory
–
pre-calculate price of each outsourced translation job on basis of translation memory statistics and agreed supplier rates and dictate to the supplier via purchase order
–
contractually oblige all preferred suppliers to work with same translation tools lean processes
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 36
Cost avoidance Avoid costs for low or zero value added activities.
Avoid typical "agency" costs/overheads.
Financing (2/2)
avoid surcharges for:
–
express / overnight / weekend jobs
–
small jobs (< 1 page)
–
order/project management
–
formatting / desk-topping
demand management
–
high-level authorization needed for jobs > 50 pages
–
quarterly reporting to main customers to reduce expensive express jobs
no sales / marketing organization
no accounts payable organization
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 37
Timeline
from mid 2005
Analysis
2006 –
March 2008
Preparation, change mgmt, system implementation
from March 2008
Structures, processes & systems in production
2009
First year with full benefit
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 38
Baseline 2004 Status as of 31.12.2010
Ratio internal : external service provision (translation) 66%: 34% 13% : 87%
Volume 100% + 63%
FTEs 63 43.1- 31%
Unit costs (hour)1) 100% - 32%
Customer satisfaction 8.2 8.3
Total budget1) 100 % + 13.5 %
1) Based on full costs, incl. internal cross-charges of IT, business school, etc. and external costs
Strategy Benefits (CH Operations)
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Produced by: B. BuchmannCopyright@2011, Credit Suisse Group
Date: June, 2011Slide 39
THANK YOU
�Changing Roles - Corporate Language Services Revisited��Date: June 15, 2011, LocWorld Barcelona�Produced by: Beat BuchmannChanging Roles �Slide Number 3Language Services�Facts & Figures Q1 2011Language Services �Organizational ChartLanguage Services �Services (1)Language Services �Services (2)Slide Number 8The Crucial Question�Slide Number 10Sourcing Options: In-House Agency v. Full Outsourcing (2/2)The Crucial Question�StrategyFollow-Up QuestionsSlide Number 15Slide Number 16Slide Number 17Slide Number 18Slide Number 19Slide Number 20Slide Number 21Slide Number 22Slide Number 23Slide Number 24Slide Number 25Slide Number 26Slide Number 27Slide Number 28Slide Number 29Slide Number 30New Roles for LGHs, Customer Desk Clerks, and TranslatorsFrom In-House to Agency, from Swiss to Global Sourcing�Slide Number 33Investment in Holistic Quality Assurance (1/2) Investment in Holistic Quality Assurance (2/2) Financing (1/2)Financing (2/2)Timeline�Slide Number 39Slide Number 40