Sales Forms Package Art Zieky INA-Sales Operations Macon, Malvern

2 Background – Current Process n 234,000 sales forms packages are processed annually n e-IKON reps utilize either Oracle Sales Online (OSO) or, due to type of order, the Standard Forms Package (SFP) is utilized n e-IKON reps also use a combination of OSO to enter orders AND also use manually generated forms n Non-Oracalized regions use the SFP to prepare paperwork packages n Marketplaces have discretion regarding how much help reps get from OM n There are inconsistent processes and requirements across IKON n Forms have grown due to internal and external changes: Multiple machine sales, Inter-Territorial sales, Digital machines sales, Tight credit processes, and additional services and promotions (internal and external) n There are internal and external forms and worksheets required

3 Background – Current Process OSO Forms Selection Page

4 Background – Current Process OSO Forms Printout

5 Background – Current Process

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8 Project Definition n Problem Statement: The generation of the sales forms package is time consuming and prone to errors. The average order package contains 20 pages. An order may require as many as 22 different forms, worksheets, and printouts. In the NER, for example, the percent of correct paperwork that arrives at the CCC was 93.29% for one marketplace in 9/03…35 deals were not invoiced due to paperwork issues. An average package can take 2-4 hours. A complex order can take as long as 5 days and be in excess of 50 pages. (Data to be validated) In the Atlanta CCC, 80% of all orders require additional communication between OM and Sales; and 20% of all orders are redelivered to sales due to inaccuracies and incomplete order packages. This results in an extraordinarily large amount of rework. (Data to be validated) Customers express dissatisfaction with the number of documents that need to be reviewed and signed. There is no formalized “enhancement” training process, when new forms are introduced, which leads to confusion in the field. IKON exit interviews frequently list frustrations with the order entry process as a factor for reps leaving.

9 Project Definition n Project Definition: Streamline and improve IBS sales forms methods to: reduce complexity of paperwork, providing IKON cost reduction in several areas: reduce time for OM and Commissions to assist and validate order packages; n Project Benefits: Headcount reduction for OC and Commissions; reduction of sales form printing expense; and reduction of cash conversion cycle as it relates to inventory and accounts receivable. Additional benefits: increased sales productivity, reduction of sales turnover, enhanced customer satisfaction

10 Project Definition, Cont’d n Financial Benefits: n Headcount Reduction and Overtime Annual savings: $359,050 n 6 Order Entry headcount reductions: Annual savings $187,200 n 2 Commissions headcount reductions: Annual savings $66,560 n OC and Commissions overtime expense reductions: Annual savings $41,850 n Reduction in Cash Conversion Cycle: Annual savings estimated $970,000 (not validated) n Sales form printing expense Annual savings: $40, 575 n 15 less documents per order package n Project Metric “Y”: Y 1 = Total number of inaccurate/incomplete orders submitted to OC Y 2 = Time to complete paperwork n Defect Definition: Incomplete and/or inaccurate order packages delivered to OM n Leveragability: The core Sales Forms package can be leveraged across all regions

11 Project Team n Champions – Rita Anderson (Commissions) and Kim Bagi (Sales Process Manager) n Financial Analyst – John B. King (MP DFO) n Black Belt – Art Zieky n Process Owner – Kim Bagi (Sales) and Michelle Camburn (OM) n Team Members: Legal – Mark Hershey, CORP SFP Expert – Mary Czejak, MACON OM Process – Michelle Camburn OM Field – Karen Rogerson, Houston IOSC – Jamie Oyler, CER Sales Process – Ben Rotz Sales Manager (OMD) – David Arneson (California SM) n Sales (OSO) – Ben Leck (N. Carolina AE), Kim Itzla (Dallas MAE), Anita Greene (Houston AE), Brandon Lewis (Chattanooga ASR) Professional Services – Kile Berg, CORP Field Service TBD Master Black Belt – E. Dan Douglas Kickoff Meeting: 10/27/03

12 Data n COPV System Reporting n Northeast Region CCC Billing Log n Sales IT OSO Quarterly Performance Time n Waiting Time for Payoffs, Service Exceptions, Approvals n Time Trials n Customer Surveys

13 Project DMAIC Checklist/Status

14 Questions