deloitte shared services, gbs & bpo conference · reengineering of ... deloitte shared...

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


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


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


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


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


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


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


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


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


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


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


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


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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