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How to drive excellence in the BtC space. By shaping disciplines within the business that become measurable, repeatable and predictable ICTF, Basel Switzerland, October 21, 2013 Ralph Montforts . MAXIM Integrated Overview. 30 Years of Innovation and Integration. 1983. Founded. ~9,000.

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how to drive excellence in the btc space

How to drive excellence in the BtC space

By shaping disciplines within the business that become measurable, repeatable and predictable

ICTF, Basel Switzerland, October 21, 2013

Ralph Montforts

maxim integrated overview
MAXIM Integrated Overview

30 Years of Innovation and Integration

1983

Founded

~9,000

Employees

San Jose, CA

HQ

MXIM

Stock Ticker

USD 2.4B

Revenue

31 / 14

Global Presence

assembly and test facilities
Assembly and Test Facilities

| Maxim Integrated |

quality and support
Quality and Support

| Maxim Integrated |

the world is getting smaller faster
The World is Getting Smaller…Faster

1980’s

2000’s

Today

| Maxim Integrated

analog is evolving
Analog is Evolving

1

2

3

BUILDING BLOCKS

SYSTEM SOLUTIONS

ANALOG INTEGRATION

| Maxim Integrated

three elements of our strategy
Three Elements of our Strategy

Innovation

Integration

Balance

| Maxim Integrated

great top line growth vs peers
Great Top-Line Growth vs. Peers
  • Quarter ends Jul’13, using revenue guidance
  • Includes acquired company’s revenue in Sept’08

| Maxim Integrated

bill to cash
Bill to Cash
  • 2 Locations
    • Dublin, Ireland
    • Manila, The Philippines
  • 4 Processes
    • Billing
    • Cash application
    • Collections
    • Credit
  • 22 FTE

| Maxim Integrated |

vision
VISION

“Lights Out” office

Satisfaction

“Paperless” office

Trusted

Advisor

Strategic

Contributor

Solutions Consultant

Preferred

Supplier

“Necessary Evil “

Indispensable Partner

Customers have access

1 Tool ; ‘Truly Integrated’

One screen solution

Strategic Partnership

‘Credit Integrated’

“efficient department”

QMS System in place

‘Collections Integrated’

KPI / SLA’s in place

Proactive behaviour

Automation

Insight & documentation

C&C policy

Informal organization

Year

2013

2016

201?

2010 2011 2011

2014

2015

2012

Business view BtC as a

non-core tactical supplier.

Business views BtC as a strategically

integrated Solutions Partner

The Journey

| Maxim Integrated |

achieving excellence through these disciplines
Achieving excellence through these disciplines

Process

People

  • Policy and Procedures
  • Workflow and Desk Top Documentation
  • Business Process Owner
  • Hired to fit Maxim Culture
  • Training and Development
  • Motivate, Reward and Recognize

Tools

Authority

  • ERP systems
  • Analysis and Reporting
  • Automation
  • Empowering people
  • Change support
  • Buy in from Executive Management
process
Process
  • Policy and Procedures
    • Introduction of policies. 2-4 pages describing ownership, accountability, responsibilities and authorization/authorities.
    • Daily, weekly, bi weekly, monthly, quarterly progress reviews, with action plans, post mortem, etc
  • Workflow and Desk Top Documentation
    • Mapped all major processes
    • Documented all processes  465 pages
  • Business Process Owner
    • Ownership and Execution
    • Continuity and CIP
    • Collaboration with other BPO’s
    • Compliance

| Maxim Integrated |

people
People
  • Hired to fit Maxim Values and Culture
  • Training and Development
    • Maxim U
    • EBYD
    • Mentor Program
    • Development Plan
    • Training and further Education
  • Motivate, Reward and Recognize

| Maxim Integrated |

tools
Tools
  • ERP systems
    • SAP improvements: Auto Posting Cash, Credit Risk Categories, Blocked Order Logic, Automated reports and statements/Dunning
  • Analysis and Reporting
    • Increased number of KPI’s, reports, recurring analysis, Introduction of SAP BPC, BI and now with the introduction of EDW, really allowing Big Data analysis
  • Automation
    • Increase quality and consistency
    • Reduce non value add work
    • The system will push the reports – We do not need to pull

| Maxim Integrated |

authority
Authority
  • Empowering people
    • Be Bold, take calculated guess, Learn from mistakes, increased responsibility and authority
  • Change support
    • Adapt to changes situations. Set winning goals and measure against metrics. Rally others behind a cause. Obtain necessary resources to accomplish goals. Take ownership and voice opinion or make a decision
  • Buy in from Executive Management (and full support!)
  • And push for mindset change in the organization (if needs to be)
    • One day late just isn’t good enough
    • “…But on average it is good, isn’t it?...”
    • So, is Average Normal?

| Maxim Integrated |

average is not normal
Average is not normal
  • The last 80 years the stock market
  • Averaged 10 percent
  • But
  • During those 80 years
  • Annual returns looked like this
average is not normal2
Average is not normal
  • But
  • How many of those returns
  • Were between
  • 9 and 11 percent
  • Or even close to: average
average is not normal4
Average is not normal
  • 2
  • 2 Out of 80
  • Average is not normal
outliers matter
Outliers matter

Customer has an average payment behaviour of about 2 days late.

Customer pays only once every month.

On payment, half of the invoices are already O'due, half are due in the next 2 weeks or so.

At various reporting times customer still shows invoices up to 16 days O’due and is defaulting on contract.

slide25
If you almost caught the bus,

You still missed it.

Ian McWhirter

Ralph’s manager & mentor

@ Polaroid Inc

| Maxim Integrated |

continuous process improvement how to get there
Continuous Process Improvement; how to get there

Customers

Provide the infrastructure to transform Maxim's business processes to eliminate waste, maximize value and unleash a company culture that empowers continuous improvement.

Team

Lead

Team

Members

Waste

Sponsors

Facilitator

| Maxim Integrated |

the lean enterprise is a strategy
The Lean Enterprise is a Strategy…
  • … to turn business processes into competitive weapons
  • “Prime Directive” : continually seek out and eliminate waste
  • Lean can be used in any organization and across organizations
  • Lean improvements will add to the bottom line

freeleansite.com

5 core principles of lean
5 Core Principles of Lean

1. Identify

value

5.

Continuously

improve

2. Map the

value

stream

4. Empower

employees

3. Value

flow at

customer

pull

| Maxim Integrated |

value what customers are willing to pay for
Value = What Customers are Willing to Pay For

What are Maxim Customers Willing to Pay For?

Consistent timely delivery

High quality

Innovative designs

Products

Savings

Customers DON’T Value: Anything else we do.

Maxim Integrated |

typical value breakdown focus areas of lean
Typical Value BreakdownFocus areas of Lean

Improve

Minimize

Eliminate

Eliminate

| Maxim Integrated |

the 8 types of waste
The 8 types of Waste
  • Defects
  • Over Production
  • Waiting
  • NVA Processing
  • Transportation
  • Inventory
  • Motion
  • Employee (Underutilized people)

Waste is anything that uses time, resources or spaces but does not add value to the product or service from a customer’s perspective

Maxim Integrated |

root causes of waste
Root Causes of Waste
  • lack of adherence
  • unnecessary approvals or signatures
  • reviews of reviews
  • multiple hand-offs
  • transportation
  • long setup time
  • correction
  • over-production
  • poor maintenance
  • lack of training
  • poor supervisory skills
  • ineffective production planning/ scheduling
  • lack of workplace organization
  • supplier quality/ reliability

freeleansite.com

where can lean help maxim
Where Can Lean Help Maxim?
  • Manufacturing -> being used in Maxim fabs
  • NPI Process -> eliminate waste to reduce time to market
  • CFO Services -> procurement, AP, AR, help desk, payroll
  • Customer Operations
  • Procure to Pay
  • Bill to Cash
  • Anywhere!
  • How do we using Lean? We use a technique called Kaizen

Maxim Integrated |

kaizen deliverables
Kaizen Deliverables

What is a Kaizen?

Structured event to improve a process

3-5 days with 10 – 12 subject matter experts

Focus on customer

Objective is to eliminate or minimize waste: time, resources, effort

  • 2K foot process map
    • “As Is”

2. Pain points & times

3. Future process map

4. Roadmap to future

  • 5. 1 page Exec Summary
    • “A3”
2k foot process map
2K Foot Process Map

2K = 1 Step Higher Than Desk Procedures

Team documents steps, times & pain points on wall

  • 2K foot process map
    • “As Is”

Typically

covers all available wall space in IQ Zone

2. Pain points & times

3. Future process map

Facilitators transcribe steps, times & pains to Visio

4. Roadmap to future

  • 5. 1 page Exec Summary
    • “A3”
pain point documentation root cause analysis
Pain Point Documentation & Root Cause Analysis
  • Team documents pain points and process times on wall
  • Team analyzes pain points for commonalities and root causes
  • Team measures impact of key factors
    • Wasted time in process
    • Quality deviations due to process
    • Risks introduced by process
  • 2K foot process map
    • “As Is”

2. Pain points & times

3. Future process map

4. Roadmap to future

  • 5. 1 page Exec Summary
    • “A3”
future state process addresses pain points
Future State Process Addresses Pain Points

Team designs and maps out future state process & times on the wall. Analyzes to assure key metrics improve and pain points are addressed.

  • 2K foot process map
    • “As Is”

2. Pain points & times

3. Future process map

4. Roadmap to future

  • 5. 1 page Exec Summary
    • “A3”

Facilitators transcribe future state to Visio.

effort impact chart to develop improvement roadmap
Effort – Impact Chart to Develop Improvement Roadmap

Qualitative “Effort – Impact Chart” developed by team to assess what it will take to fix the pain points in the future state.

  • 2K foot process map
    • “As Is”

2. Pain points & times

3. Future process map

4. Roadmap to future

Team evaluates Effort – Impact Chart to determine priorities; what ends up on the improvement roadmap vs. what is left “as-is”. Team members assigned to roadmap items.

  • 5. 1 page Exec Summary
    • “A3”
executive summary report to stakeholders
Executive Summary Report to Stakeholders

A3 is International Paper Size ~ 11x17 inches

A3 developed by team on last day summarizing

  • Current state issues
  • Impact on performance
  • Root causes
  • Future state
  • Metrics
  • Key roadmap items
  • 2K foot process map
    • “As Is”

A3 presented to stakeholders soon after kaizen.

Work begins on roadmap, driven by team lead.

2. Pain points & times

3. Future process map

4. Roadmap to future

  • 5. 1 page Exec Summary
    • “A3”
roadmap
ROADMAP
  • PEOPLE
    • Develop People
    • Training
    • Career Path
  • PROCESSES
      • Deliver on commitment
      • Process 1st, Automation 2nd
      • Effective Change Mgmt

Centre

of

Excellence

    • Delight Customer
    • Know Customer & Business
    • Offer Strategic Solutions
  • CUSTOMER SERVICE
      • Depend on Each Other
      • Value Add & Results
      • Challenge
  • WIN

| Maxim Integrated | Company Confidential

payments on customer accounts 14 days not allocated
Payments on customer accounts 14+days – not allocated

| Maxim Integrated | Company Confidential

electronic invoicing
Electronic Invoicing

| Maxim Integrated |