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• Global brands
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Amelia Island, FLMarch 13-16, 2017
67% of delegates are director level or above, of which 43% are
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Recent speakers include:
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GLOBAL EVENTS
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Nov 15-16 – Copenhagen, Denmark
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CHALLENGE THE FUTURE AWARDS PROGRAM
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Online learning environment with multiple eLearning options: Cohort, Self-Paced and Custom Solutions
Modules with lessons, formative assessments, and NO final exam
Certification good for 5 years
Early enrollment options that can save you up to 25%
Certified Sourcing Executive program coming in 2017
Updated governance, risk and compliance program coming in 2017
Certified Sourcing Professional starting January 9th, 2017!
2017 Success: Are your Corporate and Faci l i t ies
Services costs as low as they can be?
November 3, 2016
6
Presenters
7
Ted Ardelean
Director, R&D and Marketing
David Vandereems
Sr Director, Innovation & Business Process Centers
Brendan McDonough
Manager,Enterprise Document SolutionsCDIA+
Presenters
8
Melissa Carlis
Sr. Director, Information & Governance Services
CRM, CIP, ermM
Joe Tague
Sr. Manager, Business Applications
Network+, CDIA+, CIP, ECMs, BPMs
AGENDA Digital Business and the Corporate Service
SME discussion:
Practices and technologies that lead to cost avoidance, cost reduction,
vendor consolidation, and efficiency
Concluding thoughts
9
ABOUT CANON BUSINESS PROCESS SERVICES
10
Subsidiary of Canon U.S.A., a Canon Group Company IAOP Top 100 Global
Outsourcing Leader 2007 to
2016Services
• Business Process Outsourcing: Accounts Payable and
T&E, Student Financial Aid, Claims Processing, Auto Finance
• Document Process Management: Imaging, Print, Mail/S&R,
Records Management
• Discovery Services: Consulting, electronic discovery
• Office Services: Reception, Hospitality, A/V, Concierge
• Workforce and Facilities Support: Campus Logistics, Inventory and
Material Handling, Contingent Labor
Service Delivery
• On-site, off-site, off-shore processing center
• Six-sigma process excellence based methodology
• Customized, technology enabled
© 2016 Canon Business Process Services, Inc. All rights reserved.
ADVANCING BUSINESS PERFORMANCE TO A HIGHER LEVEL
~4,500 Employees in US
12
Digital Business
Digital business
…using technology in every corner of the business to
create value for customers or increase operational
efficiency in the rest of the business
• Add technology to current products
• Create new products out of technology
• Use technology in the processes that make the
product or service you sell
• Use technology in the processes that support the
entire business (back-office)
GE Predix Platform
Customer PortalseCommerce Websites
Automated data capture/extraction/validation/correctionDocument Management, RPA
P2P Automation, Virtual Receptionist, eDiscovery
FedEx
SenseAware
Adidas
MICOACH
Smart Ball
BPA = Business Process Automation
Examples
Interface
Disruption in the Back-Office
When the back-office processes are not automated in sync with digital business,
efficiencies are not realized.
Customer inputs
order on websiteSeller manually
transcribes order
into order process
system
Order sent to
distribution
center
Order
fulfilled
Initial eCommerce Workflow Example
Start Digital Process End
Back-Office Functions – Digital and Manual Process
Refund
Credit
Posted
Merchandise
returned
15
The Back-Office Can be Integrated with Digital
Business
Start Digital Processes End
Office Services
Virtual Reception
Hoteling
Collaboration
AV Conferencing
Office Print Security
Print/Mail
Return Mail Digitization
Multi-Channel/Media
Comm
Records Mgmt
Automated data capture
Scanning/OCR
Digital Records
Workflow
S&R
Tracking
Dynamic Rates
IoT Sensing
Real Estate & Facility Mgmt
IWM
Space Optimization
IoT Sensing
Energy Mgmt
Surveillance
Finance & Procurement
AP Automation
ACH, P-Cards
Vendor Portal
Digital Invoice
eBilling
Legal
eDiscovery
Case Mgmt
e-Filing
Support Function Digital Upgrade Opportunity
Labor cost optimization through job pooling, cross-training
Facility space optimization through outsourcing, function consolidation
Efficiency and labor cost cutting through strategic use of RPA, Data Capture
Interface
IWM = Integrated Workplace Management
IoT = Internet of Things
RPA = Robotic Process Automation
16
Poll Question
How is your organization addressing Digital Business in the Corporate Services
and Back-Office functions?
A – We are actively implementing technologies to streamline activities
B – Through outsourcing – getting the technology and service from partners
C – We are mostly manual but working on it slowly
D - Not sure, don’t know
S M E d i s c u s s i o n :
Practices and technologies that
lead to:
cost avoidance,
cost reduction,
vendor consolidation, and
efficiency
02
17
18
Office Service, Mail, S&R, Distr ibution
• Digital Mail – Electronic delivery of hard copy correspondence to corporate and
field employees
– The Evolution of the Mail Center
– Digital Mail Accelerators
• Secure Accountable Package Lockers – A first and last mile solution, Reducing
staff delivery time and increasing customer availability
– Are they in place today
– Benefits
• Virtual Visitor/ Receptionist Management Systems – providing remote personal
service for companies
– Motion detection visitor and security interfaces
– Easy touch screen directories and maps
The Evolution of the Mail Center
•Mail Centers established in major cities, handling mail for locations in geographic area
•Labor Savings through consolidation
• Greater acceptance of electronic receipt of documents
• Movement of early adopter documents to Digital Mail
• Processing of mail and freight via site specific labor
• Smaller sites staffed as a coverage model
• Super Regional Centers across the country
• Digital Mail platform to process regional mail
• Smart lockers for package delivery
• Labor savings through synergies
Regional Document
Management Centers
Traditional Mail Centers
City Consolidated Mail Centers
Hybrid Centers with Digital Mail
Technology
Refresh
Volumes
Continue to
Drop
USPS Service
Levels Erode
Refresh
Digital Mail Accelerators
M O B I L E W O R K F O R C E
The ever increasing number of companies expanding
their mobile work force to maximize work hours and
address real estate costs.
20
G E N E R A T I O N Z
This up and coming generation of workers are MOBILE
FIRST and MOBILE ONLY.
I N F O R M A T I O N S E C U R I T Y
Companies recognize the need to keep all of their
company data safe and secure. This includes the
traditional hard copy documents from the mail stream.
Digital Mail Intelligent Capture solutions are key to
securing and archiving valuable company assets.
R A T E O F I N F O R M A T I O N
R E C E I V E D
Todays technology has driven the need to receive
information quickly by a worker to a higher level.
Reaction time to any type of correspondence; email, text,
electronic mail is paramount to an employees career and
success.
Digital Mail
D i g i t a l D e l i v e r y P r o c e s sD i g i t a l M a i l M o d e l
• Reduce the cost of manual mail
distribution that includes transportation
and labor costs
• Develop a Digital Mail model that is
scalable and flexible in its approach to the
changing mail landscape.
• Incorporate larger existing facilities as
digital distribution hubs
• Expand the capabilities of digital
distribution hubs to include other
electronic workflows
21
22
Package Locker Adoption
Companies are quickly adapting to the need for:
• Package delivery
• Convenience for employees and customers
• Faster delivery
• Audit trail
Secure Package Lockers
23
Intell igent Lockers - Benefits
Enjoy 24/7 365 Day Access. Recipients can pick up
packages at any time
Enhanced Security. Secure access. No need for others to
sign for the Packages which often leaves the items
unsecured,
100% Accountability. Every package drop off and pick up is
recorded.
Automated Tracking ensures strict chain-of-custody. Ability
to search data and generate reports as often as you want.
Save Time and Labor. No need to deliver packages to each
recipient or to make re-delivery attempts.
More cost-effective. pick up packages from a central
location or a few defined locations greatly reducing delivery
costs to remote locations.
Configuration Choices / Investment Protection. Many
options - sizes and features. Easy to expand or add
technology features.
CONFIDENTIAL 24
• Allows one person to directly manage multiple reception /
entrance locations
• Reduces labor cost
• Greets visitors as they enter the building
• Notifies employees of the visitor's arrival
• Virtual reception “one touch to call” interface makes it easy
for anyone to understand and use
• Many configurations and uses
Virtual Receptionist
25
Print Overview
• Market overview
– Consolidation in print market
Xerox splits into two companies
HP Spins off printing group
HP acquired Samsung Printing
– Office Print Segment
Digitize paper
New MFP generation
– A4 engine - higher duty cycle, MFP functions,
small footprint, lower cost
Mobile print adoption
Print security critical
Hardware prices - stable to declining
– Transaction / Production Print Segment
Color InkJet technology lower cost
Managed Print Services Enables Digital Off ice
Continuous Improvement
Te
ch
no
log
y &
Cap
ab
ilit
ies
• Print regardless of
computer or operating
system
• Easily add printing for
new users and guests
• Centrally manage and
update device or user
• Print and scan secure
jobs at any device
• Enable mobile and
guest print
Output
Management
• Reduce printing and
eliminate wasted print
• Minimize support,
integration & training
cost
• Analytics and insight
• Transition manual office
to digital
• Scan and route to
accelerate workflow
• Reduce dependence
of paper
• Connect to Business
Applications (DMS,
ECM, ERP)
• Enhance information
value
• Data Integration
• Store, Search, Retrieve
Intelligent Capture
Print Services
• Reduce manual work and
paper
• Protect information and
stay compliant
• Connect users to all
business processes
• Standardization
through policy
• Service and Supply
Management
• Asset management
• Free resources to
focus on core
competencies
Managed Print
Services
• Lower, transparent
operational costs
• Visibility into print
activity
26
Control
Improve
Transition
Use print technology to
digitize paper and reduce
manual office work.
MPS is an Active not
a Passive activity
Office Print Needs and Expectations Have Changed
• Print while away from your
desk or at another office
• Print and scan secure jobs
at any device
• Use your smartphone or
tablet to print
• No installation or setup
required
• Easy to use
• Print regardless of computer
or operating system
• Easily add printing for new
users and guests
• Centrally manage print and
scan services
• Eliminate Print Driver
Mapping & Deployment
• Reduce printing, apply rules and eliminate
wasted print
• Management and accountability
• Reduce costs
USER
BUSINESS
A se rv i ce t o manage
and t r ans i t i on you r
p r i n t ed documen t s
27
I T
SFP vs MFP
Networked MFP Device
Cost EffectiveIncreased Capabilities/Features
High Volume CapacityIncreased Uptime
Supports Multiple Users
Single Function Printer (SFP)
High Cost Per ClickLimited to Print Only
Low VolumeSubject to downtime
Supports One User Only
SFD = Single Function deviceMFP =Multi-Function Print Device
SFP vs MFP
• A4 MFP capabilities same as A3
• Lower cost and compact size
29
SFD = Single Function deviceMFP =Multi-Function Print Device
A3 = 11x17 paper sizeA4 = 8.5 11 paper size
A4 MFP Machine A3 MFP Machine
30
Information Governance Reference Model (IGRM)
“Linking duty + value to information asset = eff ic ient, effective
management.”
© 2016 Canon Business Process Services, Inc. All rights reserved.
31
Information Governance Benefits
• Avoid or Reduce Costs– Insurance rates
– Legal settlements, litigation, and discovery costs
– Lower labor cost – Ex. find records and information in
seconds
– Regulatory compliance
– Records storage
• Reduce Risk– Business continuity and recovery
– Less fear of the unknown
– Addressing data breaches and social media missteps
• Increase Operational Efficiency– Mining historical data
– Ready to support mergers, acquisitions, divestitures
from records and data perspective
– Data Loss Prevention
– Legal holds control
– Social Media Control
Ex: LinkedIn
Plan for approved changes
Identification of approved
repositories
Possibly plan to migrate to one
ECM
Migration tasks
Assigned task force
Coordinate gov. activities
Monitor and ensure regulatory
compliance
Oversee projects and services
Communicate, promote value
Create reporting for all of the
above to track progress
32
How You Get There
Information Governance Framework
Corporate goals,
strategies
Document all
departments
• Objectives
• Strategies
• Needs
• Issues
Regulatory requirements
Sponsorship from
executives
• IT
• Risk
• Compliance
• Finance
• CEO
Understand enterprise
Detailed report
• Current scenario
• Repositories
• Workflow
• Information Ingestion
• Security issues
• Privacy issues
Solution report
Define roles
Offer policies,
standards, and
procedures
Transforming data to
information
Placing controls on how
data is ingested and
what value it holds
Creating “hold” areas to
place data with no value
Supervise staff
Manage and resolve
data-related issues
Monitor and enforce
conformance with
policies, standards and
architecture
Reporting
Auditing
Compliance
Preparation for
litigation
Initial Maturity Model
ranking
Annual BPA to ensure
ranking improves
Analytics to ensure
response time and
costs decrease for
eDiscovery, audits,
disaster recovery
Planning, monitoring and enforcement of information in order to define, approve and communicate
the records program (policy, retention schedule and procedures) while implementing
with standards, architecture, analytics and reporting.
(Planning, monitoring and enforcement over the management of data)
Phase One
BPA
Phase Five
Analytics
Phase Two
BPA Report
Phase Four
Implementation
Phase Three
Planning for
Change
© 2016 Canon Business Process Services, Inc. All rights reserved.
33
Where is the Risk?
RISK
How do you
address i t
w i thou t
know ing
wha t i t i s?
Stored records - old records that should have been
destroyed
Databases not using a common taxonomy to organize and
index data, documents, records or stored paper files
IT systems, PCs, hardware, etc.
Regulatory compliance areas
• HIPAA
• PIPEDA
• GLBA
• SOX
• Red Flag Rules by FTC
• PII
• PHI
• PCI DSS
• AICPA
• ITAR/EAR
• FACTA
• State Information Security
Laws
• Other Countries’ Data
Protection directives
34
Tactical Information Governance Projects
• Records data remediation
– Off-site stored records
– Standardize indexing and taxonomy in systems
– Cleanse systems – customer files, vendor master data, etc.
• Migration from paper to electronic records
– By function or business unit - for example
Transition legacy product files to digital – insurance products, machinery, etc.
Review, cleanse and transition newly acquired product / business unit records to digital
Digitize “product records” prior to sale/divestiture
Digitize paper to free expensive office rent
• Implement day-forward document capture to digitize and avoid paper records
CONFIDENTIAL 35
Digital Transformation in the Back Office
Physical / Company Information
Reduce Space
Compliance
Scan to Process
HTTPS://......
Analytics
Cloud
Spending data
Traffic Patterns, Weather Pattern data
37
Digital Transformation
Document
Process
Services
Areas of
OpportunityTraditional
Office Services
Office
Services
Information
Governance
Concierge
Services
Logistics
Print/
Copy Centers
Print/Scan
Fulfillment
AP Processing
Return Mail
Processing
Claims and Applications Processing
Document Workflow
Automation
Business
Process
Services
CONFIDENTIAL 38
Technology advances
• New technologies driving the switch from labor to workflow automation– BPM (Business Process Management Suites)
– RPA (Robotic Process Automation)
– Analytics
– Cloud
– Mobile apps and applications
• Benefits– Faster workflow
– Higher quality
– Lower cost
• Challenges– Adoption and training
– Integration with existing systems and procedures
– Increases complexity in processing and innovation center
– Demand for skilled people to construct and manage (workflows and robots)
39
Example, RPA emerging, strong promise but…
• Proceed with caution
– Many RPA technologies
– Use / application in experimentation – Invoice
processing, data matching,
– Add it to the suite of tools in the processing center
• Overlaps with proven technologies you have now
– Scan / OCR still needed to convert data from paper or
document image
– BPM technology can automate many tasks
Look up data
Match, compare and validate
Route
Check math
Make Go / No-go decisions
Etc.
40
Pol l Question #2
How do you describe the state of your company’s Corporate Service and back-office?
A – Our paper and manual transactions are so low we are ready to close facilities like mail, print, and scanning centers
B – We are seeing digitation throughout the office and have very little need for clerical, reception, or general support
C – We are mostly digital but spend a lot of time manually connecting information silos using manual labor
41
Concluding thoughts for 2017
Digital business, demographics, and workplace trends are changing the structure of the back-office
including the skills needed, job responsibilities, technologies, and services provided
The back-office functions must be automated and integrated into the front-office processes for higher
efficiency, faster customer service, and lower cost
There are technologies for the support and back-office operations that can reduce costs and automate
tasks. But expertise is needed to install and operate.
Prepare ahead of time
Research, investigate
Talk with SMEs such as Canon’s
Back-office technology and work is changing fast. Renewing contracts without understanding the
change or products can lock you into higher cost for another contract cycle.
Advancing Business Performance to a Higher Level
Thank youTed Ardelean
212 502-2122
© 2016 Canon Business Process Services, Inc. All rights reserved.