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Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
Standards, Compliance and Quality
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Standards, Compliance and Quality

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Andrea Vavassori, Shared Services Director, Crown Europe …

Andrea Vavassori, Shared Services Director, Crown Europe

Standards, Compliance and Quality - A Management Framework in a Regional Shared Services Organisation

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  • 1. Standards, Compliance & QualityA management frameworkin a regional Shared Services organisation Edinburgh, 25th May 2010 Andrea VAVASSORI Shared Services Director, CROWN Europe 1
  • 2. Standards, Compliance & Quality A management framework in a regional Shared Services organisation How a Quality Management System framework supports both standardisation across processes as well as localised compliance and drives continuous improvement 2CROWN Europe Shared Services - 25/05/2010
  • 3. Agenda The environment Introduction to CROWN Holdings and CROWN Europe Shared Services The Framework Introducing the Quality Management System How the framework fits the environment and drives continuous improvement The enablers and the benefits 3CROWN Europe Shared Services - 25/05/2010
  • 4. Introducing Crown Holdings 4CROWN Europe Shared Services - 25/05/2010
  • 5. A global leader in metal packaging 2009 net sales $7.9 billion employing 20,500 people present in 41 countries public company (NYSE: CCK) America Europe Asia 39% 53% 8% Food Bevcan Aerosols Closures Spec Pack 5CROWN Europe Shared Services - 25/05/2010
  • 6. 6CROWN Europe Shared Services - 25/05/2010
  • 7. Premier Global Customers 7CROWN Europe Shared Services - 25/05/2010
  • 8. Cans contribute to sustainable development because…. 1. Cans prevent product waste 2. Cans keep consumers safe and healthy 3. Cans are economical through the supply chain 4. Cans are produced from viable sources of primary and recycled materials 5. Cans are infinitely recyclable without loss of quality 6. Resource minimization 8CROWN Europe Shared Services - 25/05/2010
  • 9. CROWN Europe 2009 Key Figures Net sales $4.2 billion Employees Countries 27 12,000 Plants 76 Ivory Coast Spain Switzerland SenegalRussia Netherland Ireland Turkey Greece Hungary s France Poland UAE Jordan Slovakia Portugal South Africa Germany Tunisia UK Morocco BelgiumMadagascar Saudi Arabia Ghana Finland Italy Food Beverage Aerosol Closures Speciality 9CROWN Europe Shared Services - 25/05/2010 s
  • 10. The current European Shared Services (ESS) organisation results from a long journey 58 accounting centers in Western Europe 1997 38 ERP systems, not ready for Y2K Each plant virtually independent Rollout of single ERP 1998 Creation of SSCs in UK, France, Benelux, Germany 2003 Transition and stabilisation 2004 Southern Europe SSCs - Disposal of Plastics businesses Implementation of Quality Management System 10CROWN Europe Shared Services - 25/05/2010
  • 11. Now ESS cover most European sites representing approx. 80% of Sales 1 organisation, 7 regional SSCs, 130 people Serving 65 Crown sites Belonging to 5 business sectors Benelux, Antwerp UK & Ireland, Wantage Germany & Switzerland, France, St. Ouen Seesen Spain & Portugal, Logrono Italy, Parma Greece, Athens 11CROWN Europe Shared Services - 25/05/2010
  • 12. ESS cover principally Finance & Accounting processes Transaction Processes Process Support Purchase to Pay (P2P) Payroll Manufacturing Accounting Invoice processing & payment Mixed model • 380,000 transactions pa • 8 countries in-house • 27% e-invoices • 3 outsourced P2P Cust. Order to Collection Record to Report (R2R) Receipt of cash and chasing Financial, Statutory, VAT • 220,000 transactions pa reporting COTC • 3,000 customers • 54 legal entities, 70 reporting • Regional Sub-consolidations • Athens stock exchange R2R Quality, Control & Compliance Internal SarbOx Quality Mgmt Fixed Assets Controls certification System 12CROWN Europe Shared Services - 25/05/2010
  • 13. Serving customers and other stakeholders in a matrix organisation across 4 dimensions Functions Fin HR IT … A 1 Businesses Regions B 2 C 3 P2P COTC R2R … Processes 13CROWN Europe Shared Services - 25/05/2010
  • 14. Agenda The environment CROWN Europe, a multi-dimensional organisation served by a regional SSC model The Framework Introducing the Quality Management System How the framework fits the environment and drives continuous improvement The enablers and the benefits 14CROWN Europe Shared Services - 25/05/2010
  • 15. The ESS Management System Working Processes Improvement Input Plant SSC Plant SSC Output effect Updated Actions from Improvement Service review Programmes Definition SSC Plant experience of experience of process process effectiveness effectiveness SSC Quality Review SLA Meeting Day to Day resolution ISO 9000 of process issues Audits ImprovementSarbox Controls Programmes Customer Liaison Meeting & Survey Actions from last review 15CROWN Europe Shared Services - 25/05/2010
  • 16. The framework can be divided into 3 parts 1. Process 3. Management & Improvement effect Performance Standards Working Processes Improvement Input Plant SSC Plant SSC Output effect Updated Actions from Improvement Service review Programmes Definition SSC Plant experience of experience of process process effectiveness effectiveness SSC Quality Review SLA Meeting Day to Day resolution ISO 9000 of process issues Audits Improvement Sarbox Controls Programmes Customer Liaison Meeting & Survey Actions from last review 2. Feedback systems 16CROWN Europe Shared Services - 25/05/2010
  • 17. The 3 parts in detail Process Performance Standards 1 1 33 Service Level Agreements (SLAs) 22 Sarbox controls Other policies and procedures 11 33 Feedback systems Day to day: resolution of process issues 2 2 Periodic: KPI reporting, meetings, customer survey Audits: internal, sarbox, ISO 9000 11 3 Management and improvement effect 3 Quality review meetings 22 Project teams 17CROWN Europe Shared Services - 25/05/2010
  • 18. 11 33 SLAs are the reference document for processes 22 included in scope of services Working Processes Input Plant SSC Plant SSC Output A standard SLA template Details service level from SSC And operating level from business / plant Flexible to allow for specificities By country By business 18CROWN Europe Shared Services - 25/05/2010
  • 19. 11 33 Sarbanes-Oxley controls drive standardisation 22 Identical controls are applied in the different SSCs web application supports the compliance process Documented Controls Process Flowcharts Testing procedures Test results and reports Issue resolution workflow Quarterly sub-certification 19CROWN Europe Shared Services - 25/05/2010
  • 20. 11 33 Process Performance Standards are 22 complemented by other Policies & Procedures Such as… Accounting policies Code of ethics Operating procedures 20CROWN Europe Shared Services - 25/05/2010
  • 21. 11 33 Feedback systems start with day-to-day 2 2 resolution of process issues Process issues are identified and dealt with promptly on a day- to-day basis Customer feedback is welcome and encouraged in any form Multiple channels available to capture queries and raise issues An intranet application is used for issue logging, workflow and monitoring 21CROWN Europe Shared Services - 25/05/2010
  • 22. 11 33 Regular periodic feedback systems focus on 2 2 service performance and customer satisfaction Monthly KPI reporting Focus on a limited number of key indicators Customer liason meetings The “Voice of the Customer” Held at local level with business customers At European level with business directors and other stakeholders Annual customer survey Formal measure of customer satisfaction Key component of ISO certification of the Quality system Included in management personal objectives 22CROWN Europe Shared Services - 25/05/2010
  • 23. 11 33 Feedback systems are completed by 2 2 Independent Audits Internal Audits Sarbanes Oxley testing “Management” peer testing External auditors ISO 9000 audits and certification To sustain the system it must be audited Excellence must be demonstrable 23CROWN Europe Shared Services - 25/05/2010
  • 24. 11 3 3 Management and improvement effect 22 Output from feedback systems feed into SSC Quality Review Meeting Project Teams Generating improvement actions Action plans System enhancements Change in procedures Documentation and training 24CROWN Europe Shared Services - 25/05/2010
  • 25. The Quality Management System a service delivery model encompassing key tools and methodologies 1. Process 3. Management & Improvement effect Performance Standards Working Processes Improvement Input Plant SSC Plant SSC Output effect Updated Actions from Improvement review Service Programmes SSC Plant Definition experience of experience of process process effectiveness effectiveness SSC Quality Review SLA Meeting Day to Day resolution ISO 9000 of process issues Audits Improvement Programmes Sarbox Controls Customer Liaison Meeting & Survey Actions from last review 2. Feedback systems 25CROWN Europe Shared Services - 25/05/2010
  • 26. Agenda The environment CROWN Europe, a multi-dimensional organisation served by a regional SSC model The Framework The QMS, a certified service delivery model organising key tools and methodologies in a system How the framework fits the environment and drives continuous improvement The enablers and the benefits 26CROWN Europe Shared Services - 25/05/2010
  • 27. How the framework fits the environment and drives continuous improvement The enablers One Organisation Information Systems And the benefits of the QMS 27CROWN Europe Shared Services - 25/05/2010
  • 28. One Organisation working as one team is the key to connect the model with the operational 1. Regional Shared Service Centres Close to the customers Knowledge of local regulatory and business environment 2. European Process Managers P2P, COTC, G/L, Fixed Assets Manufacturing Accounting 3. Team meetings 4. Joint project teams Constant attention to both local and global Focus on understanding the issues and delivering the adequate solutions Best practices are shared and adopted as standard 28CROWN Europe Shared Services - 25/05/2010
  • 29. Information systems provide a platform to connect the various elements Unique ERP (JDE) Intranet based applications Workflows Issue Log Sarbox Reporting tools Automation E-invoicing 29CROWN Europe Shared Services - 25/05/2010
  • 30. The benefits of the QMS framework A reference model for the organisation Part of company-wide “World Class Performance” Driving continuous improvement Supporting the communication of Quality approach Impacting the compliance issues and generating efficiency 30CROWN Europe Shared Services - 25/05/2010
  • 31. A reference model for the organisation … Structuring and clarifying role of tools and methodologies used Balancing conflicting priorities across the multi-dimensional structure Standardisation vs customisation Formalisation and documentation vs cultural environment Cost vs service level 31CROWN Europe Shared Services - 25/05/2010
  • 32. Part of a company-wide “World Class Performance” programme Started >20 years ago as Total Quality Management Using a list of concepts, tools and techniques Problem solving SOPs 5S Fishbone Design of Experiment 6 sigma … Across 7 dimensions 32CROWN Europe Shared Services - 25/05/2010
  • 33. Driving continuous improvement Company culture Originally developed in the P AN PL manufacturing area A CT )A DO (RE extended company wide CH E CK D focused on the effectiveness C A (RE )AC T C P P LA of the Quality Management DO N D System in meeting customer requirements Standards Improvement 33CROWN Europe Shared Services - 25/05/2010
  • 34. Systematically eradicating inconsistencies and imperfections Training SPC Pareto Design of Diagram Experiment ABC 1 1 1 1 2 1 2 2 3 2 1 2 Cpk = 0.2 4 2 2 1 Cpk >1.33 Flowchart 2 a I N Non- 1 3 Waste / 2 b 4 Spoilage Conformances O U T 7 6 5 Voice of Customer – Customer Complaint Quality Analysis Management Control System Chart Procedure 1 2 Standard Customer is unhappy 3 Operating Customer is happy Procedure Understanding Organizing Improving / W orld-Class Innovating Performance 34CROWN Europe Shared Services - 25/05/2010
  • 35. Supporting the communication of the Quality approach With SSC People With SSC Customers – the businesses and other stakeholders - Corporate functions Reinforced in the Shared Services Mission statement To be recognised as a source of competitive advantage by providing high quality, cost effective administration and support services to its customers. 35CROWN Europe Shared Services - 25/05/2010
  • 36. Impacting the compliance issues and generating efficiencies Standardising key controls Tighten the company internal control environment Allow efficiency gain in the compliance process Streamlining the Sarbox certification process Generating significant savings in audit costs Drive standardisation of operating practices With further cost reductions 36CROWN Europe Shared Services - 25/05/2010
  • 37. Conclusion The environment CROWN Europe, a multi-dimensional organisation served by a regional SSC model The Framework The QMS, a certified service delivery model organising key tools and methodologies in a system How the framework fits the environment and drives continuous improvement One regional SSC organisation effectively using the QMS to achieve a balance between standardisation across processes and localised compliance 37CROWN Europe Shared Services - 25/05/2010
  • 38. 38CROWN Europe Shared Services - 25/05/2010 www.crowncork.com

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