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2 shaun skene export
1.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. 1 Strategy For Driving and Adhering to Global Standardisation.
2.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Topics •Introduction •Challenges •Evolution •Standardisation •Remote Management •Results •What we learned along the way •Q&A
3.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Centralised Best Practices with Regional Application One of the largest oilfield services companies, (#3) Weatherford operates out of around 1,400 locations in more than 100 countries and employs around 50,000 people worldwide. Global approach to credit & collections with regional application. A team of 140 Order to Cash, credit & collections professionals distributed regionally. Includes outsourced Regional Collections Regional OTC Centre of excellence Credit Business Process Owner Dedicated Getpaid Expert
4.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Challenges •Dysfunctional Team •Dated Business Processes and Tools •Strained Business Relationships •No Standardization •No Visibility •No Automation and Integration •No Accountability •No hope
5.
© 2012 Weatherford.
All rights reserved.© Weatherford 2014. All rights reserved. © Weatherford 2014. All rights reserved. Evolution • Optimise process • Standardise • Automate • Annual review of process and Getpaid • Eliminate NVA • Track Meaningful metrics • OTC merged with C&C • Best practises leveraged • Remote management tools honed • Birth of OTC • Revise C&C structure • Improve skillset of team • Build relationships and mend fences • Gain credibility by getting results • Provide visibility • Educate • Education roadshows continue • Audits to ensure tools are being used PERFORMOPTIMIZEACTIONANALYZEImproveChange Image Evaluate & Implement 5 Optimise first before you automate Be Prepared for Resistance
6.
© 2012 Weatherford.
All rights reserved.© Weatherford 2014. All rights reserved. © Weatherford 2014. All rights reserved. © Weatherford 2014. All rights reserved. 6 Evolution • Optimise process • Standardise • Automate • Annual review of process & Getpaid • Eliminate NVA • Track meaningful metrics • OTC merged with C&C • Best practises leveraged • Remote management tools honed • Birth of OTC • Revise C&C structure • Improve skillset of team • Build relationships and mend fences. • Gain credibility by getting results • Provide visibility • Educate • Education roadshows continue • Audits to ensure tools are being used PERFORMOPTIMIZEImprove Change Image Improve Visibility & Drive Improvement ACTIONANALYZE Refine
7.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Eliminating Non Value Add 7 As of 2/2010 only 34% of the time was spent on Value-Added Activities. With the rollout of the Value-Added Time Blocker, 65.13% of the time is now spend on Value-Added Activities
8.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Leading v Lagging Metrics • Lagging indicators measure the outcomes at the end of a time period. For example DSO • Leading Indicators – are activities that predict the outcomes (that is lagging indicators) For example promise to pays, contacts made etc • Combination of the two make for more rounded reporting 8
9.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Is DSO Dead? 9 • Prevention of Sales • Is it the True Measurement of Collections Effectiveness? • Changing the Way the Organisation Views Collections Effectiveness
10.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Past Due DSO & Collections Efficiency • Past Due DSO Calculation: Is a method by which Accounts Receivables that are aged over 30 days are divided by 1 day DSO. • This increases the focus on what part of the DSO may be collectable by the C&C organization by focusing on receivables that have been billed and outstanding for over 30 days. • Stability & predictability = sustainability • CE is current month past due divided by prior months billing 10
11.
© 2012 Weatherford.
All rights reserved.© Weatherford 2014. All rights reserved. © Weatherford 2014. All rights reserved. Evolution • Optimise process • Standardise • Automate • Integrate • Annual review of process and Getpaid • Eliminate NVA • Track meaningful metrics • OTC merge with C&C • Best practises leveraged • Remote Management tools honed • Birth of OTC • Revise C&C structure • Improve skillset of team • Build relationships and mend fences. • Gain credibility by getting results • Provide visibility • Educate • Education roadshows continue • Audits to ensure tools are being used Improve Change Image Continuous Improvement ACTIONANALYZE Repeat PERFORMOPTIMIZE 11
12.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Managing Remotely 12 • Standardisation • Procedures • Tool Kit • Sticking to the Plan • Communication • Travel
13.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Standardisation Benefits • Easier to train • Easier to repeat • Easier to measure • Maximise Results • Consider barriers such as regional laws 13
14.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Standard Operating Procedures (SOPS) 14
15.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Tool Kit 15 • Cash Collected Analysis • End of Day Activities • Broken Promises • Dispute Management • Audit We created a managers guide providing detailed instructions on what to look for and what to do
16.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Cash Collected Analysis 16 • Cash Targets Are not Linear • Use Historic Data To Establish Pattern • Communicate to Wide Audience
17.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. End of Day Activities 17 • Region Managers make sure that their teams have completed all their follow up activities by end of day. • Good way of making sure that the application is being used correctly and that we are covering all accounts
18.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Broken Promises 18 • Defined as promises to pay on specific invoices on specific date but no payment was made. • Useful for monitoring the collector’s performance - broken PTPS not followed up - No escalation at customer level -PTP did not comply with our SOP - Poor Notes • At Customer Level - Pattern of broken promises - Change in payment trend - Failure to communicate
19.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Results • PDDSO improved 12 days from baseline • CE improved 11% points from baseline • No Headcount Increase Despite Increase in Sales • Improved Target Setting • Easier to Reward Based on Performance • Data to Make Informed Decisions • “Success to the Successful” 19
20.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. What we Learned Along the Way • Optimise Process before Automation • Brains Before Tools – use data to help make decisions • No Shortcuts – no solutioning • Chose the right metrics • Get the right people • IT Support • Resistance • Groundhog Day • Travel is not optional • Its not easy but stick with it 20
21.
© 2012 Weatherford.
All rights reserved.© 2012 Weatherford. All rights reserved. Q&A 21
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