Agenda. Introductions & Background. Goals. The Journey. Before vs After. Path Forward. Closing

Transcription

1 Beyond Comfort

2 Agenda Introductions & Background Goals The Journey Before vs After Path Forward Closing

3 Introductions & Background Steve Trentman Steve Trentman is a Corporate Accounting Manager at TS Tech Americas. He has worked for TS Tech for the last seven years and orchestrated the invoice automation implementation at TS Tech Americas and its 10 subsidiaries locations. Steve has been instrumental in development and maturation of TS Tech s procure to pay process flow and has spoken at several conferences and workshops about invoice automation. Steve attended Franklin University where he received a B.S in Accounting.

4 TS Tech Co., Ltd. Global

5 Global Operations 14 Countries 41 Companies (69 facilities) 15,000 Associates TS Tech UK TS Tech Deutschland 2011 TS Tech Hungary 2013 TS Tech Sun Rajasthan April 2008 TS Tech India TS Tech Thailand TS Tech Trim Philippines TS Tech Indonesia Automobile Motorcycle R&D Sewing Trade, etc. Chongqing TS Wuhan TS Tianjin TS TS Tech Canada Ningbo FTZ TS TS Tech Indiana Ningbo EPZ TS TS Tech Hong Kong Guangzhou TS Guangzhou Trim Tri-con Guangzhou Interior Tri-con Mexico TS Tech Alabama TS Trim Industries TS Tech USA TS Tech Americas Tri Mold TS Tech Brasil Trimont

6 Group Facilities - TS Tech Americas 4 Countries 13 Companies (17 facilities) 8,000+ Associates Trimont Scarborough, ONT CAN Tri-Con Mfg Lincoln, NE USA TS Tech Americas, Inc. Reynoldsburg, OH USA TS Tech Americas, Inc. Athens, OH USA Tri-Con Stamping Lincoln, NE USA TS Tech Indiana New Castle, IN USA TS Tech Canada Newmarket, ONT CAN TS Tech USA Reynoldsburg, OH USA TS Trim Industries Canal Winchester, OH USA Trimold Circleville, OH USA TS Tech Alabama Boaz, AL USA Tri-Con Mexico Nuevo Laredo, TAM MEX Mexico Expansion Irapuato, MX TSMX TS Tech Brasil Leme, Sao Paulo BRZ NA Trim McAllen, TX USA Tri-Con Mexico Matamoros, TAM MEX TS Trim Brasil S/A BRZ

7 Business Content Automobile Motorcycle Business Main Customers Honda Kawasaki Honda Suzuki Yamaha

8 Popular Production Models Honda CRV Honda Odyssey Acura NSX Honda Acord Acura MDX

9 Agenda Introductions & Background Goals Before vs After The Journey Path Forward Closing

10 TS Tech Americas Restructuring (April, 2013) By restructuring the Company strived to standardize procedures, eliminate redundancy (share services) and establish a truly empowered head quarter function

11 TS Tech was large company operating as a group of independent small/medium sized companies

12 Accounting Restructuring Goals Increased Global Competitiveness GOALS Improved Mgt PILLARS Staff Development FOUNDATION Emphasis Efficient Operation QAD & APA Automate & Centralize Redundant Tasks Standardize Software Infrastructure Strategic Planning Risk Free Environment Collaborative Mindset Standardize Procedures Group Vision/Synergy Standardize, Automate & Centralize high volume/repetititve transactions

13 Identify Optimal Accounting Business Model Keys to Success: 1) Leadership Vision & buy-in (Corp Admin path forward) 2) Communication (Board of Directors & Quarterly Acctg meetings) 3) Target repetitive, high volume tasks for standardization 4) Ensure that local needs are supported 5) Skill up/train personnel (analyst instead of data entry) 6) Leverage technology to find collaborative solutions don t bring people to the work, bring work to the people Strategic approach no one size fits all!

14 Purchase Req to Invoice Basic 1) Type PR Information into Excel 2) Walk PR around for approval 3) PR to purchasing for QAD Input 4) Receive PO & to supplier 5) Dock Receives goods in QAD 6) Open Mail 7) Key in invoice & Match invoice 8) If mismatch Log invoice 9) Put invoice on hold 10) buyer for resolution 11) Make necessary adjustments 12) Take invoice off of hold 13) Update excel sheet 14) File invoice 15) Make Payment selection 16) Pull invoices for payments 17) File Payments with invoices Intermediate 1) Type PR Info into SSMS 2) PR to Purch. for QAD input 3) Receive PO Supplier 4) Dock Receives in goods 5) Open Mail 6) Key in invoice and Match 7) If mismatch buyer 8) Put invoice on hold 9) Make necessary adjustments 10) Take invoice off of hold. 11) File invoice 12) Make Payment selection 13) Pull invoices for payments 14) File Payments with invoices Advancing 1) Type in information into APA 2) Receive PO- to supplier 3) Buyer Confirm Receipt 4) If variance-match -send to buyer 5) Make Payment selection

15 Green = Savings Savings 1) Electronic approvals = easy checking of PR/PO status 2) Electronic approvals = no more purchase requisitions lost during signing process 3) Electronic systems facilitate bottleneck monitoring & reporting 4) MRO receiving no longer required 5) Automated MRO vouchering 6) Automated exception routing for resolution 7) Organized exception queue & exception reporting 8) Electronic filing (no paper filing = no lost invoices) 9) Improved segregation of duties 10) Simplified internal audit 11) Standardized system & procedures allow company to leverage various site s resources due PTO 12) Standardized system & procedures allows for smaller supervisory staff 13) Centralized cash disbursements allows for elimination of redundant activities 14) Remote access anywhere in the world so approvals can be made while traveling Goal 1) Type in info into APA 2) Confirm Receipt of goods 3) Make Payment select

16 Agenda Introductions & Background Goals The Journey Before vs After Path Forward Closing

17 ücreating the File structure IS support and outside contracting. What files did we need. ükeeping the Project Moving Weekly meetings with all parties involved. Continuously testing in the UAT environment. Become the expert. Test, test and test.

18 üchallenges Working through the system. Making the product work for TS Tech. Getting the buy in from management. Getting over the negativity of a new system. Getting users to trust the system. üimprovements Noticing ways to improve matching and work flows. Clean up our data.

19 üroll Out Take it slow and build success. One process at a time, one site at a time. Picking the right departments to launch with. Get the top to buy in and support your new process. Personal training opportunities.

20 Agenda Introductions & Background Goals The Journey Before vs After Path Forward Closing

21 All Sites Straight to Dept ERS Acct Process Manually entered 100% 90% 80% 70% 60% 40% 20% 10% 0% 50% 30% FY 13 FY 16 FY 17 FY18 FY 14 FY 15 FY 12 all invoices were manually keyed into our ERP. First invoice processed Oct FY13

22 TSUS All Invoices Non PO Invoices 100% 100% 90% 90% 80% 80% 70% 70% 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% TSIN Benchmark 20 YTD 20 Nov APA PO Invoices 20 Dec 20 Jan Straight Through NLD Benchmark Acct Process 100% 100% 90% 90% 80% 80% 70% 70% 60% 60% 50% 50% 40% 40% 30% 30% 20% 20% 10% 10% 0% 0% TSCA Benchmark 20 YTD 20 Nov 20 Dec 20 Jan Benchmarking opportunity 20 YTD Manually Entered TSUS Benchmark 20 Nov 20 Dec 20 Jan QAD PO Invoices 20 YTD 20 Nov 20 Dec 20 Jan

23 Vendors listed You can easily identify who is processing invoices in the system.

24 Vendors listed Benchmarking identified inconsistencies in how trial parts were managed plant to plant

25 Hotel Meals Hotel Travel Advance Processing Expenses Reports

26 Summary 3,500 hour overtime reduction Headcount reduction through attrition Group supervision and consistent application of policy Group coverage for absenteeism, PTO, FMLA and turnover Standardized reporting and group benchmarking Centralization of fixed asset recordkeeping and insourcing tax 1) Type in infoof into APA 2) Confirm Receipt of goods depreciation calculation 3) Make Payment select Hands on support for new Mexican operations Increased emphasis on financial planning and plan vs actual analysis Not to mention non-accounting benefits such as no dock receiving for MRO

27 Agenda Introductions & Background Goals Before vs After Path Forward Closing

28 Path Forward Upload Credit Card data into APA, route for approvals & automate GL postings

29 Path Forward Additionally the Company plans to: Consolidate payments from a central location Use the systems new budget tracking module to track budget vs actual. Deploy a third party to process checks, ACH and wires. Deployment of QAD EE Version Continue benchmarking efforts to increase standardization & elevate struggling companies Continue to leverage group resources to cover for PTO, medical leaves, turnover, etc. Absorb staffing losses through attrition Provide group support to the plants Collaborate on APA product development Don t bring people to the work - bring work to the people

30 Agenda Introductions & Background Goals Before vs After Path Forward Closing

31 We still have a way to go but APA has enabled TS Tech Accounting to increase innovation, quality & global competitiveness

32 Thank you for your time today! TS Tech Americas, Inc.