This document discusses operational excellence and its impact on credit management. It defines operational excellence as attaining advantage through continual improvement, exceeding customer experience standards, high staff engagement, and sustained financial returns. The document notes that operational excellence requires total organizational commitment and defines the relationships between staff/culture/brand. It states that operational excellence differs from previous methodologies by emphasizing social and right brain thinking. The document argues that operational excellence requires sustained effort from all staff to transform habits and outlines stages of success from initial to optimal.

1. OPERATIONAL EXCELLENCE
The Impact on Credit Management
Presentation for AICM W A Division
Credit Symposium 22nd May 2015

2. DSO’s are a direct reflection on your Company’s quality
So why is the credit manager the only person responsible
Source – NACM – Business Credit June 1993

3. Source – Resource Evaluation USA
Customer Service & Payment Delays
What your customers are saying
81% Say service offered impacts on payment cycle.
71% Quote factors other than financial for payment delays.
53% State level of service from vendors impacts decision as
to when to pay.
51% Had with held payment of invoices due to poor level of
service

4. Achieving Competitive Advantage
Rethinking the role of Receivables Management is not a new concept
Source – NACM – Business Credit June 1993

5. The Cost of Being a Laggard
Can you afford it…
Source – Aberdeen Research October 2014

6. Operational Excellence means attaining a position of advantage in the
execution of business processes. It is typically characterised by:
1. Total organisational commitment to continual improvement
2. Customer experience levels exceeding industry standards
3. Higher levels of staff engagement
4. Sustained higher financial returns for Shareholder/Stakeholder
Defining Operational Excellence for Your Business

7. Defining Operational Excellence in Your Business
It does not come from posters on the wall
Lets discuss these examples or aspirational statements:
Extraordinary execution
Swift dependable service
Driving costs down aggressively
Guaranteed low price and/or hassle free transactions
Executing service one way and one way only
“Operationally excellent companies deliver a combination of quality, price and ease of purchase that no one
else in their markets can match. They are not product or service innovators, nor do they cultivate one-to-one
relationships with their customers. They execute extraordinarily well, and their proposition to customers is
guaranteed low price and/or hassle-free service.”
The Discipline of Market Leaders
Treacy & Wiersema

8. Three Relationships of OE
Customers
OrganisationStaff
Culture
OE
1. The relationship
between staff and the
organisation defines the
Culture.
2. The relationship
between the staff and
customers defines the
Customer Service
3. The relationship
between the customer
and the organisation
defines the Brand.
Customers
OrganisationStaff
Culture
OE
1. The relationship
between staff and the
organisation defines the
Culture.
2. The relationship
between the staff and
customers defines the
Customer Service
3. The relationship
between the customer
and the organisation
defines the Brand.
1. The relationship
between staff and the
organisation defines the
Culture.
2. The relationship
between the staff and
customers defines the
Customer Service
3. The relationship
between the customer
and the organisation
defines the Brand.

9. What makes Operational Excellence Different
OE has its origins in other business methodologies
Previous methodologies were anchored in what we often refer to as left brain or
rational thinking whereas research is increasingly telling us that more social or right
brain thinking is required in order to deliver balanced and effective outcomes
The "control from above" approach required prevented many programs from
meeting the hype - they are typically manufacturing based
OE accepts that we may make mistakes, but we will have the structure to learn from
them the first time!
OE supports (depends upon) empowerment and frontline decision making, accepting
that good process design can allow that
OE places a larger responsibility on staff and empowered leaders to drive the
programs

10. Operational Excellence doesn’t just happen
It requires a sustained effort- by everyone
Attaining Operational Excellence requires:
• A set of disciplines & sustained effort to transform into habit
• Improved contributions to business performance by all staff which is only achievable
through improved engagement – “discretionary effort”
• Reduced operational errors
• Enhanced operational efficiencies
• Increased customer satisfaction
• Optimised margins or profitability
Operational Excellence requires an approach to performance improvement focused on
new ways of:
• Thinking
• Managing
• Measuring

11. Stages of OE success
Where are you – what are the opportunities
Where the enterprise sits on this continuum is no longer measured by consensus around the board or executive
table - it is now determined by your customers and employees

12. Defining Operational Excellence in Your Business
Are you and your team up to the challenge…

13. INTRODUCING BBB ADVISORY
We are an Operational Excellence and Change Management
Consultancy, enhancing organisational performance and brand
vision through improvements in systems, processes and methods to
deliver cultural change that empowers and enables employees
and engages customers.
There are four outcomes that BBB Advisory consistently delivers:
 Reduced operational costs
 Improved customer experience
 Released operational capacity
 Increased revenues
Better Thinking  Better Performance  Better Outcomes