PPI CapabilitiesPPI CapabilitiesPPI CapabilitiesPPI Capabilities

Overview

About UsAbout Us

• PPI is a Performance Improvement consulting firmg– 150 Specialists, service both Domestic & Global clients

• Blue-chip client list, e.g.– MetLife – Wachovia– Wyeth – AIG– HealthNet – KPMG– Merck – New York Life– Johnson & Johnson – WebMD

• Services– Operations and IT assessmentsOperations and IT assessments– Improvement implementation– Performance metric analysis

• Engagements tailored to client needs

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• Engagements tailored to client needs– Functional group Enterprise-wide

Our PeopleOur People

• … Are passionate about helping clients i th i b i i f dimprove their business in a focused manner

• Possess both consulting and functional backgroundsbackgrounds

• Utilize operational and strong IT experienceA 15+ i• Average 15+ years experience

• Demonstrate complementary leadership skillsskills

• Assigned based on industry and functional fit with specific project

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with specific project

Converting Business Transformation Initiatives into Productivity

Converting Business Transformation Initiatives into Productivity

Entity Unique

Enterprise

PPI SBU

yy

Entity Unique Filters Core

Services

SBU

Functional Groups

Current State Desired State Implementation

• Customer Evolution

Typical Transformation

Drivers• Operations & IT

Assessment

Culture

Competing Initiatives

• Acquisition Integration

• New Product Launches

• Technology Initiatives

• Cost Reductions

• Process Reengineering

• Performance

Preferences

Readiness• Cost Reductions

• Service Model ChangesMetric Evaluation

Track Record

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PPI Core ServicesPPI Core Services

• Operations & IT Assessments– Primarily aimed at identifying opportunities for increases in operational

d i iproductivity– Emphasis depends upon specific client objectives, e.g. cost savings,

operational streamlining, IT enhancements, shifts in service models, acquisition integration, etc. F ti l d t d f d– Functional or end-to-end focused

– Used to validate opportunity assumptions or to discover efficiency possibilities

• Improvement Implementationp p– Process Reengineering steps are designed at converting operational

shortcomings into actual productivity improvements– Convert the current state into desired productivity gains– Help create client champions internalized processes and continuousHelp create client champions, internalized processes and continuous

improvement paths• Performance Metric Evaluation

– Evaluating and improving performance measurements are essential ingredients of most business transformation engagementsingredients of most business transformation engagements

– Address several types of metrics and improve the ability to measure operations and behaviors

– A key element of sustainable process improvement

PPI Service Modules – Shorter Solution Routes Based on Specific Entity FiltersPPI Service Modules – Shorter Solution Routes Based on Specific Entity Filtersp yp y

e.g. Assessments of:• Service Models• Outsourcing Applicability• Compliance Mandates• Alignment of Strategic and Operational

directions• IT Usability• Standard Operating Procedures

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Sample Operational Assessment DeliverableSnapshot of a Business Process Analyzed

Sample Operational Assessment DeliverableSnapshot of a Business Process Analyzed

Process MapP t b th

?Process Step

Process Step

Process Step

Supporting Narrative description Risks Process Related

Presents both summarized & detailed info.

Process Step

Process Step

Supporting Narrative

of the process…….Inputs• Input 1• Input 2

• Risks present in the process

• Likelihood of occurrence

Costs• Process

efficiency• Unit measures

Outputs• Output 1• Output 2

• Magnitude of impact

Unit measures

Areas of Opportunity Process/Performance Improvement• Opportunity 1:

Key Metrics that are currently used by management for the process summarized

Description of the IT applications’ ability to adequately support core business requirements

Supporting Appendices e.g.• Organization Chart• Job DescriptionsOpportunity 1:

Description• Opportunity 2:

Description

above• Metric 1• Metric 2

and processes.Job Descriptions

• Financial Summary• Customer Survey

IT Analysis Supporting Business Processes

IT Analysis Supporting Business Processes

Monitor &ITJoin IT investments with business processes to:

•Enhance operating

Monitor & Control

IT GovernanceGuidelines

p gefficiency •Improve consumer interfaces & services •Assess data risks •Maximize intellectual

it lAlign IT

ith

Institute Service-capital with

Operations

Se ceLevel

Agreements

IT Aspects that Benefit from Close Inspection IT Aspects that Benefit from Close Inspection

Strategic Systems

Plan

Barriers to Leveraging

IT

IT Governance

& SLAs

• Organization and• Linkages between IT • IT maturity

Investments

• Organization and approach

• Management processes• Project selection and

approach• CSFs and measurements

• Linkages between IT strategy and business plan

• The role of information in driving the business & functional

• IT maturity• Speed• Constant change • Performance

management• Information

• Risk Assessment Protocols

• Distribution of the current IT Portfolio and its impact on the areas

d i

• Moving from strategic objectives to IT objectives

• Operating Model – the effectiveness of business integration & t d di ti l d

visibility• Data silos• Gaps with IT

acquisition integration

under reviewstandardization employed

Operations & IT AssessmentsSample Findings

Operations & IT AssessmentsSample Findings

Typical Findings - specific to the operations evaluated

p gp g

• Significant number of resources are engaged in non-standard processing

• Current operating structure is insufficient to support effective scalability

• Batch process compositions are causing

to the operations evaluated

Operations

• Batch process compositions are causing material delays in processing/cycle times

• Numerous Performance Metrics are too reactive and not driving the proper behaviorsOperations &

ITInfrastructure

• IT applications have not kept pace with operational evolutions

• Process checks & balances are based on quality control and not quality assurance

• Numerous manual processes are largely

IT Assessment

• Numerous manual processes are largely aimed at moving documents not information

• Weak linkages exist between strategic objectives and departmental priorities

Organization

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Improvement ImplementationSustainable Approach to Process

Reengineering

Improvement ImplementationSustainable Approach to Process

Reengineering

Agree on specific

ReengineeringReengineering

PPI helps the client t i t l

Guide implementation

psolutions

and project plans

create internal champions and procedures to implement process

Select &

p pimprovements

Establish measure and control plans

prioritize Business

Improvement Areas

Turning Opportunities into

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Turning Opportunities into

Productivity Increases

Performance Metric EvaluationUsing Metrics to Drive Behavior and Results

Performance Metric EvaluationUsing Metrics to Drive Behavior and Results

Lacking

Not grass t h?

gcausality &

accountability?

Too many metrics?

roots enough?

Approach:• Classify metrics• Take a current state

inventory

Misalignment?

inventory• Determine Desired State

metrics• Implement improvements• Manage gotchas

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• Manage gotchas

Classifying Metrics helps Focus the Analysis and Increase Client Understanding

Classifying Metrics helps Focus the Analysis and Increase Client Understanding

MetricTypesTypes

Process Behavioral

Financial

Inputs & Outputs

Employees actions &

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Outputs• Inputs - Calls

received• Outputs – Kit, In

Home, Seminar, Manual App

Bottom line impact

• Revenue• Costs

actions & attitudes

• Agent scorecards

• Customer Surveys

Develop Revised Performance Metrics to Increase Accountability & Results

Develop Revised Performance Metrics to Increase Accountability & Results

Include b th

yy

Customer Feedback Communication Frequency(Messages Delivered) both

Leading &

Lagging I di t

2

4

6

2

3

(Messages Delivered)

Indicators

-4

-2

0

Positive 3 5 4 6 2 23 1 0 1 0 0

Jan Feb Mar Apr May Jun0

1

Actual 1 2 3 0 0 0Goal 2 2 2 2 2 2

Jan Feb Mar Apr May Jun

Negative -3 -1 0 -1 0 0

Achieve and Communicate Wins!

High

Stakeholder Reactions & Responses(based on observations & feedback)

Goal 2 2 2 2 2 2

High

ProjectDuration

Desired(appropriate)

Area

Value-added Consultant

14Perceived Project Value

Dept Projects In-Process

Low

Low HighCompleted = Win

“Police” “Extra Staff”

Engagement Deliverables take into account

Engagement Deliverables take into accountta e to accou tta e to accou t

Capability Analysis – Metric solutionsp y yconstraints, risks, past practices

Change Management techniques

Organizational readiness

IT impacts SOPs

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Deliverables are presented while the work is being performed and at engagement conclusion

Deliverables are presented while the work is being performed and at engagement conclusion

Examples include:• Executive Summary • Recommendations for improvement

Ob ti & Fi di• Observations & Findings • Process Narratives & Flows• Risk Matrix• Reengineering Actions• Reengineering Actions• Project Plans• Status Reports• Flash Reports and Heat MapsFlash Reports and Heat Maps

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Need more information?Need more information?

Please call Jeffrey Friedman at our Corporate Headquartersat our Corporate Headquarters

732.981.0110

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