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The role of RPA and
Celonis in AkzoNobel
A global paints and coatings company
2017 key figures
€9.6 bn revenue
€1.2 bn EBITDA
€0.9 bn EBIT
9.4% ROS
13.9% ROI
35,70...
Our journey to GBS
GBS
launched with the
introduction of global
standardization & policies,
focus on end-to-end
processes
...
What?
Executing business supporting
processes on an end-to-end
process basis
How?
Achieving operational excellence
OUR MIS...
Our locations and services
5 Captive Delivery Centers & 2 BPO Centers
Warsaw
SMO
Pune
SMO
Nashville
SMO
SMO Service Mgmt. ...
GBS to focus on 5 key
areas
Competitive
pricing
Continuously finding new &
innovative ways to lower cost of
our services f...
Digital Workforce is an inevitability and companies should start
preparing as early as possible
The model of a Center of A...
Building a RPA funnel through multiple
idea channels
Employee ideation
Process (re-)design
Market information
and benchmar...
Reflecting on our Celonis experiences
Ownership of the tool lies within GBS and execution responsibility lies with Global
...
Celonis Process Discovery
(Live Demo)
First time Right (Happy Flow) as crucial
component of process stability
Elimination ...
Conformance rate to First Time Right or the “Happy Flow” in invoice processing was av. 54% in
2017, equivalent to 24 FTE w...
Conformance rate to First Time Right or the “Happy Flow” in invoice processing was av. 54% in
2017, equivalent to 24 FTE w...
Removing non value
adding activities
Business Cases for Improvement
Transitions
Projects that move work from one place to
the other e.g. from a business into G...
The pyramid of improvements
Volume
Break-
through
projects
Improvement
initiatives
Daily improvements
• Larger scale proje...
Project selection in alignment with our
process governance boards
1
2
3
Process network meeting
• Process Managers*
Proces...
Value Realization Workstreams examples
THE FUTURE
 Machine Learning / RPA
 Scale up to other processes (Service Now, PP, MDM)
 Preventive/ Predictive/Prescrip...
Happiness is a Warm Bot: How to Generate Value from Process Mining Insight
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Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 1 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 2 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 3 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 4 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 5 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 6 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 7 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 8 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 9 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 10 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 11 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 12 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 13 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 14 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 15 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 16 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 17 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 18 Happiness is a Warm Bot: How to Generate Value from Process Mining Insight Slide 19
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AkzoNobel is a global paint and coatings company looking for ways to enhance their operations through automation. The challenge? Moving from isolated areas with different functions to a place where different company interests could align and execute a new business model that would enable their overall goals. Hear how Celonis enabled them to build a business case for improvement — ultimately eliminating low-value-add manual tasks, introducing more process stability and saving time and money with a digital workforce. In this session you’ll learn how the right investment in technology can support your journey to operational excellence.

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Happiness is a Warm Bot: How to Generate Value from Process Mining Insight

  1. 1. The role of RPA and Celonis in AkzoNobel
  2. 2. A global paints and coatings company 2017 key figures €9.6 bn revenue €1.2 bn EBITDA €0.9 bn EBIT 9.4% ROS 13.9% ROI 35,700 employees Business activities Decorative Paints Powder Coatings Marine and Protective Coatings Automotive and Specialty Coatings Industrial Coatings North America 12% Mature Europe 33% Asia Pacific 32% Other countries 5% Emerging Europe 9% Latin America 9%
  3. 3. Our journey to GBS GBS launched with the introduction of global standardization & policies, focus on end-to-end processes 3-Tier-Model within Functions Business partners, specialist centers of expertise, and shared services centers Decentralized functions Function reporting and alignment Three-Tier Business Model Global Business Services First stepStarting point Today Centralizing functionsDecentralized functions & inefficient processes Shared Service Centers Centers of Expertise Business Partners
  4. 4. What? Executing business supporting processes on an end-to-end process basis How? Achieving operational excellence OUR MISSION “GBS will be essential to the business and functions to free up time and to reinvest in customer-centric, revenue- generating opportunities, by improving process, cost, quality and cycle time with transparency and excellent customer service.” Why? Create an organization that is more globally integrated, agile and standardized GBS in a nutshell Same business model adopted by CEO GBS COO Chief Supply Chain Officer General Counsel CFO CHRO Chief Corporate Development Officer
  5. 5. Our locations and services 5 Captive Delivery Centers & 2 BPO Centers Warsaw SMO Pune SMO Nashville SMO SMO Service Mgmt. People Services Finance Services Sourcing Services IM Services HML Cost for the Region HML Cost Worldwide RAC, CCT & Controlling Customer Analytics RPA BPO Business Process Outs. FP&A Reporting São Paulo SMO Suzhou SMO BPO Łódź BPO Pune
  6. 6. GBS to focus on 5 key areas Competitive pricing Continuously finding new & innovative ways to lower cost of our services for you Reliable delivery partner Developing best-in-class end-to- end processes & services. We never stop looking for better quality Preferred partner for growth & innovation Inspiring you with value creating opportunities & breakthrough changes An inspiring GBS community experience A community where we can all learn, grow, contribute and excel Space to focus on your core activities Making your life easier by allowing more effective time management We are making investments in new technology to support our journey Celonis – Insights into process variation and compliance Robotic Process Automation – Reduce our cost to serve and increase our quality and compliance ServiceNow – Central system for query and workflow management, project portfolio and benefit management
  7. 7. Digital Workforce is an inevitability and companies should start preparing as early as possible The model of a Center of Automation (CoA) in a GBS is currently the most successful The Center of Automation creates the guidelines, rules, policies, methodology and define the appropriate partners for the company CEB/Gartner estimates 10-15% of FTE cost reduction by using automation Average rate of each robot is around $8K per year compared to $35k per year for an FTE The role of robotics in our journey
  8. 8. Building a RPA funnel through multiple idea channels Employee ideation Process (re-)design Market information and benchmarking Selection and prioritization Process mining Ideation Execution Lean Six Sigma projects Transformation Kaizen Robotics Celonis can be one of the key sources for RPA ideas Process mining Robotics
  9. 9. Reflecting on our Celonis experiences Ownership of the tool lies within GBS and execution responsibility lies with Global Process Owners Training on Celonis requires much less time than training a user on the process Many ERP systems and custom activities resulting in a lesser ability to benchmark processes internally (SAP+ MFG PRO+ AX) led to landscape harmoznization (one ERP Once Celonis was connected with the project demand pipeline, visibility was there on the achieved value and ability to prioritize projects Strong insights in how we truly execute our processes, highlighting a high range of process variations and improvement areas Celonis implementation started with one key domain, helping to build a better understand of the tool and its abilities
  10. 10. Celonis Process Discovery (Live Demo) First time Right (Happy Flow) as crucial component of process stability Elimination of Non Value adding manual activities Building of business cases to support process optimization
  11. 11. Conformance rate to First Time Right or the “Happy Flow” in invoice processing was av. 54% in 2017, equivalent to 24 FTE working full time in one year on resolving deviations
  12. 12. Conformance rate to First Time Right or the “Happy Flow” in invoice processing was av. 54% in 2017, equivalent to 24 FTE working full time in one year on resolving deviations 20072 17051 18945 16057 16696 17331 17227 16388 15601 14826 13137 10366 0 5000 10000 15000 20000 25000 Number of variants Number of variants
  13. 13. Removing non value adding activities
  14. 14. Business Cases for Improvement Transitions Projects that move work from one place to the other e.g. from a business into GBS Phase 1 – “Initiation” Phase 2 – “Project Justification” Phase 3 – “Detailed Planning” Phase 4 – “Project Execution” Phase 5 – “Support & Optimize” ePMO projects Projects where the solution is already known Continuous improvement projects Projects where the solution is not known yet Project to first identifying the root causes before suggesting improvements
  15. 15. The pyramid of improvements Volume Break- through projects Improvement initiatives Daily improvements • Larger scale project to improve or define global processes – CI lead • Duration >3 months • Trained facilitator • CI-focused improvements • Duration 1 to 3 months • Trained facilitator • PIMT team focused improvements • Duration < 2 week • All employees
  16. 16. Project selection in alignment with our process governance boards 1 2 3 Process network meeting • Process Managers* Process Change & CI Board • Chair: Global Process Owner • Global Process Delivery Leads • Process Managers* Process Sponsor Board • Chair: CFO • Global Process Owners CI –Level 3: Major programs & Transformations CI –Level 2: Project & Big initiatives CI –Level 1: Operational CI & Minor initiatives Example Effort Impact Project cost > 500k Over 12 months IM cost > 250k Cross process Capex > 500k Effort Impact Project cost = 50 - 500k 3 to 12 months IM cost = 25 - 250k Limited cross-process Capex = 100 - 500k Process lvl >= 4 Effort Impact Project cost < 50k Up to 3 months IM cost < 25k Process lvl < 4 Capex < 100k No cross-process
  17. 17. Value Realization Workstreams examples
  18. 18. THE FUTURE  Machine Learning / RPA  Scale up to other processes (Service Now, PP, MDM)  Preventive/ Predictive/Prescriptive analytics

AkzoNobel is a global paint and coatings company looking for ways to enhance their operations through automation. The challenge? Moving from isolated areas with different functions to a place where different company interests could align and execute a new business model that would enable their overall goals. Hear how Celonis enabled them to build a business case for improvement — ultimately eliminating low-value-add manual tasks, introducing more process stability and saving time and money with a digital workforce. In this session you’ll learn how the right investment in technology can support your journey to operational excellence.

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