PPI Capabilities Overview

Transcription

1 PPI Capabilities Overview

2 About Us PPI is a Performance Improvement consulting firm 150 Specialists, service both Domestic & Global clients Blue-chip client list, e.g. MetLife Wachovia Wyeth AIG HealthNet KPMG Merck New York Life Johnson & Johnson WebMD Services Operations and IT assessments Improvement implementation Performance metric analysis Engagements tailored to client needs Functional group Enterprise-wide 2

3 Our People Are passionate about helping clients improve their business in a focused manner Possess both consulting and functional backgrounds Utilize operational and strong IT experience Average 15+ years experience Demonstrate complementary leadership skills Assigned based on industry and functional fit with specific project 3

4 Converting Business Transformation Initiatives into Productivity Enterprise SBU Functional Groups Entity Unique Filters PPI Core Services Typical Transformation Drivers Customer Evolution Acquisition Integration New Product Launches Technology Initiatives Cost Reductions Service Model Changes Culture Competing Initiatives Preferences Readiness Track Record Current State Desired State Implementation Operations & IT Assessment Process Reengineering Performance Metric Evaluation 4

5 PPI Core Services Operations & IT Assessments Primarily aimed at identifying opportunities for increases in operational productivity i Emphasis depends upon specific client objectives, e.g. cost savings, operational streamlining, IT enhancements, shifts in service models, acquisition integration, etc. Functional or end-to-end dfocused Used to validate opportunity assumptions or to discover efficiency possibilities Improvement Implementation Process Reengineering steps are designed at converting operational shortcomings into actual productivity improvements Convert the current state into desired productivity gains Help create client champions, internalized processes and continuous improvement paths Performance Metric Evaluation Evaluating and improving performance measurements are essential ingredients of most business transformation engagements Address several types of metrics and improve the ability to measure operations and behaviors A key element of sustainable process improvement

6 PPI Service Modules Shorter Solution Routes Based on Specific Entity Filters e.g. Assessments of: Service Models Outsourcing Applicability Compliance Mandates Alignment of Strategic and Operational directions IT Usability Standard Operating Procedures 6

7 Sample Operational Assessment Deliverable Snapshot of a Business Process Analyzed Process Map Process Step Process Step? Process Step Presents both summarized & detailed info. Process Step Process Step Supporting Narrative Narrative description Risks Process Related of the process. Risks present in Costs Inputs the process Process Input 1 Likelihood of efficiency Input 2 occurrence Unit measures Outputs Output 1 Output 2 Magnitude of impact Areas of Opportunity Process/Performance Improvement Opportunity 1: Description Opportunity 2: Description Key Metrics that are currently used by management for the process summarized above Metric 1 Metric 2 Description of the IT applications ability to adequately support core business requirements and processes. Supporting Appendices e.g. Organization Chart Job Descriptions Financial Summary Customer Survey

8 IT Analysis Supporting Business Processes IT Governance Guidelines Align IT with Operations Join IT investments with business processes to: Institute Service- Level Agreements Enhance operating efficiency Improve consumer interfaces & services Assess data risks Maximize intellectual capital Monitor & Control

9 IT Aspects that Benefit from Close Inspection Strategic Systems Plan IT Governance & SLAs Barriers to Leveraging IT Investments Linkages between IT Organization and IT maturity strategy and business approach plan Management processes The role of information in Project selection and driving the business & approach functional CSFs and measurements Information Moving from strategic objectives to IT objectives Operating Model the effectiveness of business integration & standardization di ti employed Risk Assessment Protocols Distribution of the current IT Portfolio and its impact on the areas under review Speed Constant change Performance management visibility Data silos Gaps with IT acquisition integration

10 Operations & IT Assessments Sample Findings Typical Findings - specific to the operations evaluated Operations & IT Assessment Operations Infrastructure Organization Significant number of resources are engaged in non-standard processing Current operating structure is insufficient to support effective scalability Batch process compositions are causing material delays in processing/cycle times Numerous Performance Metrics are too reactive and not driving the proper behaviors IT applications have not kept pace with operational evolutions Process checks & balances are based on quality control and not quality assurance Numerous manual processes are largely aimed at moving documents not information Weak linkages exist between strategic objectives and departmental priorities 10

11 Improvement Implementation Sustainable Approach to Process Reengineering PPI helps the client create internal champions and procedures to implement process improvements Agree on specific solutions and project plans Guide implementation Select & prioritize Business Improvement Areas Establish measure and control plans Turning Opportunities into Productivity Increases 11

12 Performance Metric Evaluation Using Metrics to Drive Behavior and Results Lacking causality & accountability? Not grass roots enough? Too many metrics? Misalignment? Approach: Classify metrics Take a current state inventory Determine Desired State metrics Implement improvements Manage gotchas 12

13 Classifying Metrics helps Focus the Analysis and Increase Client Understanding Metric Types Process Behavioral Financial Inputs & Outputs Inputs - Calls received Outputs Kit, In Home, Seminar, Manual App Bottom line impact Revenue Costs Employees actions & attitudes Agent scorecards Customer Surveys 13

14 Develop Revised Performance Metrics to Increase Accountability & Results Customer Feedback Communication Frequency (Messages Delivered) Include both Leading & Lagging Indicators -2-4 Jan Feb Mar Apr May Jun Positive Negative Stakeholder Reactions & Responses (based on observations & feedback) 0 Jan Feb Mar Apr May Jun Actual Goal Achieve and Communicate Wins! Desired (appropriate) Area Value-added Consultant High Project Duration Police Extra Staff Low Dept Projects In-Process Completed = Win Low Perceived Project Value High 14

15 Engagement Deliverables take into account Capability Analysis constraints, risks, past practices Change Management techniques Metric solutions Organizational readiness IT impacts SOPs 15

16 Deliverables are presented while the work is being performed and at engagement conclusion Examples include: Executive Summary Recommendations for improvement Observations & Findings Process Narratives & Flows Risk Matrix Reengineering Actions Project Plans Status Reports Flash Reports and Heat Maps 16

17 Need more information? Please call Jeffrey Friedman at our Corporate Headquarters