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BUILDING INTER-OPERABILITY BETWEEN
REGIONAL SERVICE CENTERS
TO UNLOCK REAL VALUE
Avinash Sankhe Global Head, Shared Services Center
- Industry and Facilities Division,
Bureau Veritas (BV)
© - Copyright Bureau Veritas
2 Bureau Veritas – SSON Summit India – Dec 2013
Agenda
► About Bureau Veritas (BV)
► SSC Implementation – Gap analysis & course correction: Bridging service gaps and linking shared services centre for better collaboration and output
► Performance improvement & operational integration: Creating center of excellence through shared services center
► Manage Scale and Skill: Branding shared services center for attracting the right talent
► Business value creation and sustenance: Shared services center enabling better decision making and delivering higher value
3 Bureau Veritas – SSON Summit India – Dec 2013
Bureau Veritas
► Established in 1828
► A global leader in conformity assessment and certification services in the areas of
quality, health and safety, environment and social responsibility (QHSE)
► 2012 revenue: €3.9 bn
► More than 900 offices in 140 countries
► Over 60,000 skilled employees
► Eight global businesses providing a complete set of services
► Servicing 400,000 customers across a wide range of end markets
► Bureau Veritas, India - 43 Offices, 20 Testing Labs, 4500 employees
4 Bureau Veritas – SSON Summit India – Dec 2013
© - Copyright Bureau Veritas
A Large and Balanced Portfolio of Activities
Conformity assessment of ships and marine equipment Marine
Conformity assessment of facilities / equipments to
regulatory and client specifications Industry
Periodic inspection of equipment & facilities in operation
to assess conformity In-service Inspection
& Verification
Conformity assessment of buildings and infrastructures Construction
Certification of management systems in the area of
QHSE and second party auditing services Certification
Testing, inspection and certification of consumer goods Consumer
Products
Trade facilitation services and commodities inspection
and testing Government
Services &
International Trade
Leadership positions in all our 8 global businesses
Commodities inspection and testing: oil &
petrochemicals, metals & minerals, agriculture Commodities
5 Bureau Veritas – SSON Summit India – Dec 2013
© - Copyright Bureau Veritas
BV Network of Offices
Americas
200 locations
and 100 laboratories
30 countries
A global network comprising more than 900 locations and 330 laboratories across 140 countries
• Europe – excluding France
• Middle-East
• Africa
Asia-Pacific
210 locations
and 110 laboratories
22 countries
France
160 locations
and 10 laboratories
EMEA
360 locations
and 110 laboratories
87 countries
6 Bureau Veritas – SSON Summit India – Dec 2013
Operations Shared Service Center @ BV - Missions
• Take over country back office processes to secure scalability & mutualization
• Professionalize, industrialize and improve performance
Challenge
• Some countries/Regions do not have critical mass to justify a professional back office unit
Solution
• Support small countries cope with business cycles and attrition through skilled and interoperable resources at SSC
Support
Global
Services
Support
Countries
Back-
Office
• Master Administrative tasks
• Perform end-to-end monitoring
• Day-to day alerts, reminders
• Monthly/Quarterly KPIs
• Focus on technical rules while supporting on client service
Challenge
• Global business spread across > 100 contracting countries requiring consistency in service delivery
• Customers/suppliers across > 100 countries
Solution
• Clear & uniform processes designed
• Use of global IT tools
• Centralize back office to Mutualize knowledge & support uniform service delivery
• Centralize global performance monitoring
MISSION BUSINESS CASE
Run Back-office
function as a Front –office
with KPIs
Shared Services Center acts as a catalyst to enhance global services performance
7 Bureau Veritas – SSON Summit India – Dec 2013
GLOBAL TOOLS
Common repository of documents, Workflows, KPIs and alerts
• SSC A : Administrative Activities & end-to-end performance monitoring
• SSC T : Technical Activities & approvals/decisions through Pool / Hub structure
• Countries : Customer Service delivery
Operations coordination
1 • Countries
3
7 4
6
5 12
• SSC T
8
9 10
End to end Performance Monitoring, KPIs and alerts
• SSC A (Mumbai)
11 2
SSC Scope within Bureau Veritas
SSC model based on clear split of tasks across actors, Global IT tool and SLA / Reporting
8 Bureau Veritas – SSON Summit India – Dec 2013
• What is our longer term vision? How are we performing today? What is the gap?
• What are our strategic choices to close the gap?
• What elements of the operating model do we need to transform (ST, MT, LT)?
• How will we know that we have been successful?
•The strategic focus of a performance framework seeks to answer: “Are we doing the right things?” – Effective?
• Is operational performance on track?
• Where there are issues, what is the root cause?
• What operational choices do we have to correct and / or improve performance?
• What performance improvement interventions / pilots do we need to help drive improvement?
• How should we best allocate resources?
•The operational delivery then seeks to answer: “Are we doing things right – Efficient?
•Source:- “The Balanced Scorecard” Kaplan and Norton
•Performance Scorecard •Performance
•Scorecard
•STRATEGIC •PERFORMANCE LOOP
•OPERATIONAL •PERFORMANCE LOOP
•Strategy
•Operations
The key gaps are identified through these strategic and operational aspects
► Critical review of Performance KPIs
► Strategic objective to secure technical compliance
► Achieve internal KPIs on backlogs, processes and time to respond to countries / clients
Bridging service gaps for better collaboration and output
9 Bureau Veritas – SSON Summit India – Dec 2013
GAPS
1. Few of the countries have non-uniform
process/product knowledge with their
resources
2. Knowledge of usage of tools across
countries and within different resources of
the same country inconsistent
3. For some regions / hubs, harmonized
processes/documents not followed
4. Ad-hoc requests for reports instead of
using enterprise reporting tools for
extracting data
5. For few customer facing sub-processes ,
performance SLAs and KPIs not defined
IMPACTS
1. Loss of productive time ; time spent on
repetitive query resolutions resulting into
delays
2. Alerts missed & negative impact on client
service
3. Impact on overall productivity and
turnaround time
4. Delay & wastage of efforts by skilled
resources
5. Overall KPI impacted & SSC impact and
benefits not accomplished at desired levels
SSC launched communication actions with countries & resources to address these gaps
Bridging service gaps for better collaboration and output
► Analysis of Gaps and their Business Impacts
10 Bureau Veritas – SSON Summit India – Dec 2013
Creating center of excellence (CoE) through SSC -
Levers
Competence assessment and periodic review
- End to end process
- Tools
- Business Rules
- Governance
Operations Control
Performance control
- KPIs
- SLAs
- Monitoring
- Escalations
Customer Service Attitude
SSC as CoE
- Document & Process control
- Tools usage, Data Integrity
- Harmonization within SSC
- RCA
- Time to respond
- Quality of service
- Flexibility
- Alerts / No surprises
Learning curve and ‘Excellence at BV-SSC’ managed through balance of operational and client
servicing levers using Lean Methodology
Internal
External
11 Bureau Veritas – SSON Summit India – Dec 2013
Transactional services
Group of Processes
End to end processes
Performance Monitoring & Improvement
End Client Interaction & delivery
Creating center of excellence (CoE) through SSC -
trajectory
12 Bureau Veritas – SSON Summit India – Dec 2013
Branding SSC for attracting the right talent
“Front-Office “ attitude in a Back-office – leverage on customer
service experience as an integrated function for global delivery
Mission
& Goal
Under delegation of corporate management & JD linked to corporate
strategies – individual growth linked to Organization growth Visibility
Clear knowledge of customer expectations, SLAs and clear
definition of scope across the actors ; Performance KPIs Transparency
Exposure to global business & functions with opportunity to
optimize, standardize and transform processes Global
Landscape
Be one to lead pilots and replicate success to be an SSC
brand ambassador
SSC Brand
ambassador
► Pre-employment
13 Bureau Veritas – SSON Summit India – Dec 2013
Branding SSC for attracting & retaining the right talent
► Post-employment
Help to align individual values and aspirations with company goals,
absolutes and missions; Walk the Talk
Leverage
Company
Brand
Periodic competence assessments help to calibrate knowledge and
interest Competence
assessments
Competence gaps addressed through functional and role-
based training; aligning to a career stream, new or existing Skills
development
Transparent feedback & recognition, emphasizing on gaps
against mission & execution ; keep the talent pool motivated
Feedback &
Recognition
SSC potential and tenets of being an instrument of transformation;
rebuild passion to perform better and institutionalize continual
improvements
Culture and
passion
14 Bureau Veritas – SSON Summit India – Dec 2013
Shared services center enabling better decision
making and delivering higher value
► Support decisions impacting Operational Performance
Day-to-day operational and global inventory monitoring
Weekly alerts on forthcoming events (audits per AB rules, inspection per client business
rules etc)
Critical actions due (E.g. Report to be issued, certificate to be issued etc)
Resource Management & Allocation controls (qualifications, rotation rules etc)
► Support decisions impacting Business performance
Process KPIs
End to end client KPIs
Client growth/attrition across regions/zones etc
15 Bureau Veritas – SSON Summit India – Dec 2013
Shared services center enabling better decision
making and delivering higher value
KPI - Accreditation Body DB Updates
KPI – Audit Reporting
16 Bureau Veritas – SSON Summit India – Dec 2013
Shared services center enabling better decision
making and delivering higher value
17 Bureau Veritas – SSON Summit India – Dec 2013
Shared services center enabling better decision
making and delivering higher value
KPI – No of days to issue conformance – Client 1
KPI – No of days to issue conformance – Client 2
18 Bureau Veritas – SSON Summit India – Dec 2013