Download - Dspinformatielogistiekmei2010avsv01
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…
Va
lue
high
highRevenue
Fro
m H
ard
ware
to
Facilit
y S
erv
ices
Fro
m S
oft
ware
to
Con
trol S
erv
ices
Fro
m P
eop
le t
o
Org
an
izati
on
Serv
ices
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?