Een introductie tot Informatielogistiek

DSP, Den Bosch, 25 mei 2010

Ard van SomerenBusiness Development Manager

Business DevelopmentRicoh Business Solutions

Ard van SomerenBusiness Development Manager

Business DevelopmentRicoh Business Solutions

Wie zijn jullie?

Welke onderwerpen komen aan bod…

Waarom is informatielogistiek bedacht?1Wat is dan informatielogistiek?2Wat vinden we terug in onze huidige proposities?3

*

* je kunt nu nog proberen met een lekkere smoes (‘sorry, een belangrijke klant”) onopvallend de zaal te verlaten

Waarom is informatielogistiekontwikkeld?1

Het begrip informatielogistiek is een van de uitkomsten van het Accelerate programma

opgestart in 2005

“(Re-)positioning NRG as an ICT player delivering solutions related to Information Logistics direct to the top 200 profit and non-profit organizations in

the Benelux”

“Obtaining / Ensuring contact at C-Level”

De drivers achter Accelerate:

• External drivers- The market is asking for solutions for information flows

which will increase effectiveness and reduce costs

• Internal drivers- Generate news sources of business & income- Ricoh directive to focus on Fortune 500- Maintain / Increase profitability within top 200- Innovate to stay competitive

Wat er zoal ontwikkeld is rondom informatielogistiek

- white paper information logistics- white paper information logistics healthcare- white paper informatielogistiek in het onderwijs

Wat er zoal ontwikkeld is rondom informatielogistiek

-diverse wetenschappelijke publicaties, w.o.- IL quadrants for information access technology (W. Olthof and J. Willems) en- Information Logistics research report: frameworks in the healthcare industry (A. Willems, J. Willems, A. Hajdasinski)

Wat er zoal ontwikkeld is rondom informatielogistiek

Wat is dan informatielogistiek? *

2

Eerst jullie even…

Informatielogistiek:

Logistics is that aspect of managing a company, which occupies itself bridging time & distance in the production and distribution processes, in such a way that it leads to optimal company results in harmony with

the costs of development, purchasing manufacturing and sales.

Information logistics, as a branch of information management, deals with information flows inside of an organization. The goal is the optimization of

availability and retention time of information. Information logistics concerns the provision of the right information at the right time in the right form and

quality for the right user, at the right place.

Assessing information and its flow in a logistics wayOutside-in triggered by the customer

Faster, better and Just In Time information delivery in the core process of the knowledge workerReduction of (information) overload in the supporting process of the knowledge worker

The productivity gap of the knowledge worker

Could that time be better spent on core business?* Source: IDC/US Department of Labour 2005

40% of the working day spent in processing information*

22% of the working day spent searching for and re-creating

existing information*

Working day

The productivity gap of the knowledge worker

20%Structured

80%Unstructured

»50%Annual Growth

ERP, CMR, …

Customer StatementsDocumentationPrinted Paper

DrawingsE-mailFormsTextWeb

Whose productivity does technology improve?

• Manual Workers

• Factory Automation

– Mechanical– Electronic– Robotic

• Units per Person/Hour

1800 – 1970Industrial

• Manual Workers

• Factory Automation

– Mechanical– Electronic– Robotic

• Units per Person/Hour

1800 – 1970Industrial

• Office Administrative Staff

• Office Automation– Electronic Data– Electronic

Forms• Uncertain

Measures

1950 – 2010Administrative

• Office Administrative Staff

• Office Automation– Electronic Data– Electronic

Forms• Uncertain

Measures

1950 – 2010Administrative

• Skilled White Collar Staff

– Innovators– Customer-

Facing– Supplier-

Facing• No Measures

2000 – ?Information Workers

• Skilled White Collar Staff

– Innovators– Customer-

Facing– Supplier-

Facing• No Measures

2000 – ?Information Workers

Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands

Boosting the productivity of knowledge workers is key to survival, and only limited progress has

been made in addressing the problem

Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands

There is even evidence that some IT technology is positively working against the productivity of knowledge workers - the email shark as the

single greatest time eater of a knowledge worker

Gartner vice president Andy Kyte, CIO-Day 2005, the Netherlands

Seems familiar?

Mr. Green:

"Sounds like a great idea! Please send me the Powerpoint and I'll arrange a meeting with Mr. Yellow"

Mr. Blue:"Okay, I'll send you an email right away."

Day 1

Day 1

Mr. Blue

3-09-07 11:34 AM

Hi Mr. Green,Please find attached the outlines of our services idea.I agree we should discuss this with Mr. Yellow and I’m looking forward to your invitation.Best regardsMr. Blue

Mr. Green

New service idea

To

cc

bcc

Subject

Mr. Green

3-09-07 11:34 AM

Mr. Yellow,Please take a look at Mr. Blues idea. Seems very promising. I’d like to arrange a meeting between the three of us in order to have a first brainstorm on the idea.What do you think?Mr. Green

Mr. Yellow

Mr. Blue

Fw: New service idea

To

cc

bcc

Subject

Seems familiar?

Day 8

Day 15

Day 13

Day 8

Day 8

Day 8

Day 8

Day 8

Day 8

Day 9

Day 2

Day 1

Day 8

Day 2

Day 1

Day 1

Day 8

Day 8

Day 7

Day 1

Day 1

• 1 idea(face to face communication)

• 21 e-mails(virtual communication)

• 0 substantial answers• 3 experts that don’t

communicate• 4 managers involved without

adding value• Throughput time 2 weeks• No problem solved• Process unfinished• Time & energy wasted• Lots of confusion

Classic business process improvement isn't enough anymore

Business Process Analysis:Knowledge Worker Communication:- Unstructured- No order- Fast changing- Hard to grasp in a

formal process with a standard process language

Not taken into account:- Communication- Knowledge acquiring- Indirect intertwined

relations with other processes

- Mobility- Job contexts

- Change in business goals

- Change in regulations

I haveto make that appointment

I should callthis customer

ButI always

consult the expert

Waarschuwing: niet alles wat we bedacht hebben is inmiddels common practice

Dat geldt onder meer voor de volgende 6 platen

Looking with ‘logistic eyes’ towards Information

• The aim of Information Logistics is to deliver:

- the right information ‘product’- in the right format- at the right place- at the right time- for the right people

• Approach:1. Awareness Assessment

(with senior management)2. Selected Process Assessments3. People-related Time Studies &

Bottleneck Analysis (using Analysis Framework)

4. Rapid implementation methodology5. Best practices identification

(local and global) for continuous improvements

Toolset:'Overall Grid Map'

Information Logistics Analysis Framework

• Overall performance of the knowledge worker is impacted by availability losses and efficiency losses

• Improvement of processing time and capacity utilization will improve overall performance

AS-IS

100%

100%

Currentlevel

Current level

Disru

ptio

ns

Qua

lityissu

es

Data

un

availa

bility

Spe

ed

losses

Openinghours

Crit. resourceunavailability

Overall Efficiencies of primary tasks

Root - Cause Diagram

Efficiency

Availability

Extendopeninghours

Efficiency

100%

100%

Potentiallevel

Potentiallevel

Elim

ina

ted

isrup

tion

s

Imp

rove

qu

ality

Imp

rove d

ata

availa

bility

Imp

rove

spee

d

Root - Cause Diagram

Improved process, system and environment to perform the primary task

TO-BE

Availability

Case: International Engineering company

• The company:- 1450 employees- Turnover €181 million- Many offices & customer locations

• Issues:- Expected double digit growth in

revenues- Mergers & acquisitions- Productivity of HR knowledge worker

is burdened by fragmented and unstructured information

- Free up time HR professionals:‘do more with less’

• Project Scope:- Improvement of HR filing

process- Focus on efficiency (cost-down,

eliminate time eaters for HR advisors and HR staff)

- Focus on effectiveness (improved quality of HR advice, improved productivity)

• Phases:1. Create a climate for rapid

improvement2. Blueprint for structural

improvement (ongoing)

Time-spent analysis

As Is distribution of time spent

Intake

Transfer

Discharge

Archiving

Search

Primaryprocess

8%

21%

6%

7%

55%

4%

Time spent value added

Non added value

Added value

40%

60%

75%

25%

ActualBench-mark

Relatively low time spent on primary task, mainly caused by duplication of work

Relatively low time spent on primary task, mainly caused by duplication of work

Bottleneck analysis

One Information Element can be part of more chains, having different values

Information elements from HR file:

1. Performance form2. Qualifications3. Change requests forms4. Working conditions5. Child care program6. Lease7. Other agreements8. Unstructured requests

Information Logistics Matrix

Low

High

LowHigh Demand ofinformation element

1

2

3 4

5

67

8Time spentby knowledge

workers

Proposal Team

Previousexperiences

Project cases

xxx

Proposal

Output:

Rates

Pricing Strategy

Terms &Conditions

Questions

Terms

ExamplesPredefined

Sales materials

Partners

ExternalInternal

Request for Proposal

FinancialsOfferings

Child Care Program

Lease

Curriculum Vitae

Experience & Competences

Letter ofAppointment

Employment Contract Term of

Employment

Ill ReportsAnnualEvaluations Performance

Forms

Certificates

OtherAgreements

Promotions/Demotions

WorkingConditions

QualificationsCorrespondence

Career Other

HR File

Output:

Rapid implementation project

• The Bottleneck :- HR file: heavy maintenance, primary

tasks disturbed by ‘others’- Proposals: delay in delivery or not

finished on time- Project: potential lay-off due to lack of

qualifications

• The Risk: - Losing professionals- Quality of service at stake- Revenue loss- Image loss

• Who Involved:- 200 engineers- Many locations (Company and Customer

property)- 1 Shared Service Center

• What has been done in 2 days:- Scan qualification forms, using MFP with

OCR facility- Create index using Information Access

Tool - Create local but secure availability of

information: ready for use

• Results:- Processing time reduced by 80 % - Capacity involved reduced by 70 %- ROI estimated at 3 months- Bottleneck solved- High degree of user and stakeholder

involvement: positive attitude towards change & continuous improvement

- Improved employee satisfaction of knowledge worker

Hardly any cost, hardly any implementation time,

but huge impact on business!

Hardly any cost, hardly any implementation time,

but huge impact on business!

Conclusies….?

Wat vinden we terug in onzehuidige proposities?3

Eerst jullie even…

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Serv

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no absolute scale

ConsultConsult BuildBuild OperateOperate

buy

consult+lease

project + process

people + project + process

project

consult +project

process

people + project + process

consult

project

project

people + project + process

HW

Pay Per Page

Managed Print Services

Reprographic Center Central Print Room

Implement

Office Productivity

CPR+MPS Remote MPS

Digital Mail Room

Maintenance

ASP doc proces outsourcing

Document Support Center

Structural value added

Structural improvements

Implemented quick wins

Proposed quick winsidentified issues

Information Logistics Service Center

AwarenessAwareness

Okay, that’s all folks

E Invoicing

Bij een toenemend complex solutions aanbod is een gestandaardiseerd proces nodig om

efficiënt en effectief te zijn.

De initiërende en regisserende rol vanFront Office medewerkers is van groot belang

voor het juist inzetten van een gestandaardiseerd proces.

*

*m/v

Op dit moment is er een grote verscheidenheid in persoonlijke approach binnen FO en MO.Hierdoor zijn aanpak, rolverdeling en op te

leveren deliverables vaak klant- c.q. case-uniek.

Dit is niet zo goed voor het rendement…

Een standaard aanpak, een duidelijke rolverdeling, en vooraf gedefinieerde

deliverables helpen zowel onze klant als onszelf om succesvol tot zaken te komen

Daarom is een gestandaardiseerd voortbrengingsproces een onlosmakelijk

onderdeel van Ricohs e-facturatie propositie.

Wat zijn voordelen van standaarden

1

Hoe ziet hete-facturatie

voortbrengingsproces eruit

2

Wat zijn voordelen van standaarden

1

Een standaard methodiek helpt om het vertrouwen te winnen van klanten

Een standaard methodiek helpt sales-mensen te bepalen wat ze verkopen en wat ze moeten doen

(en niet doen…)

Een standaard methodiek helpt consultants en delivery te bepalen wat ze moeten doen (en niet

doen…)

Hoe ziet hete-facturatie

voortbrengingsproces eruit

2

Voortbrengingsproces e-factureren

Proposal Negotiation

Awareness Consult Build Operate

CustomerSales Pitch

ProposalNext Steps

Assessment&

Analysis

ProposalNext Steps

Uitwerken Business

Case

AkkoordBusiness

Case

People - Process - Technology

- Proposal next steps- Qualification Scan

- Eindrapport (as is)- Eindpresentatie (as is)

Business Case- Baten/ kosten analyse

- Procesbeschrijving met FO deel SDD- Omschrijving new way of working

- Eindrapport en presentatie

Saleskit met:- Whitepaper

- Presentatie concept en drivers- Customer Testimonials

- Qualification Scantemplate

- Assesment template - Interviews / workshops

Eindrapport business template- Eindpresentatie template

- Business Case template- 2B procesbeschrijving

- ROI berekening- Bespreekverslagen

- Eindrapport business case template- Eindpresentatie business case template

Qualification

- Awarenes bij klant creëren - Interne kwalificatie vaststellen- Plan van aanpak methodiek

over de bühne brengen- Eerste vaststelling scope

- Verder inventariseren van kwantitatieve gegevens

- Bepalen As Is situatie & GAPS- Verfijnen van de scope

- Voorstel vervolg opstellen om commitment voor maken van de

business case te verwerven

- Akkoord verkrijgen voor de opgestelde Business Case met kosten/ batenanalyse en de To Be situatie met oplossingen en

procesinpassing.

Tooling

ACBO fasering

SIEBEL fasering

Stappen

Deliverables

Doel

Tot slot

FO medewerkers verkopen dus niet de oplossing, maar verkopen

Het perspectief op waardebesparing, efficiency, productiviteitsverbetering, milieu-impact…

De business case & de weg daar naar toegestandaardiseerde consultancy methodologie, gebruik makend

van tooling om processen in kaart te brengen, oplossingen te ontwerpen en transitie te plannen

1

2

Zoals alle methodieken is ook dit géén in beton gegoten wijsheid. Op basis van nieuwe ervaring

zal de methodiek dan ook worden getweaked.

Vragen?