1. 1 Perform!Diagnostic Process Analysis and Best Practices Improvement Tool

2. 2 What Perform!Diagnostic™ Delivers  Diagnostic process analysis approach works for any functions  Applies to all delivery models – insourced, outsourced, blended  Methodology driven – but tailored to customer needs  Flexible approach – deep dive or high level analysis  Rapid deployment – normally just a matter of days  Documents & quantifies current gaps in performance  Clear set of detailed, actionable, prioritised outputs  Rapid ROI for customers

3. 3 Perform!Diagnostic  Perform! Diagnostic is aligned to our Benchmarking Tool  Quantitative and Qualitative Data Capture  Identifies and addresses specific gaps in performance at detailed level  Delivers a robust specific action plan to enable world class delivery performance  Categorises action plan into quick win and investment related projects  Provides an ongoing data capture tool for periodic recharging of services based on resources used

4. Perform!Diagnostic™ Activity Based Analysis Tool Value of Tool: Activity based process data capture tool provides a complete picture of performance, allowing you to understand efficiency & effectiveness of any processes at a detailed level Interview process generates invaluable data from the process teams doing the work, providing detailed information to effect change as well as identifying improvement opportunities The data capture model is built around your specific processes and data can be captured by “customer” for use as a periodic recharging or pricing model based on resources (FTE, volumes & cost) Allows you to develop a prioritised action plan for change Tool Comprises: On line web based tool with secure user access (additionally, an excel based model to capture data by individual or groups of individuals with rollup capability is used to capture base data) FTE and volumes is captured by activity & customer during interviews with selected team members (or team leads with knowledge of roles). Process Maps are created highlighting issues and weaknesses. Productivity (minutes per transaction), unit cost and total cost is generated by activity and by customer Once set up the model is simple to use and it is relatively quick to update on a periodic basis to track progress and for periodic recharging purposes Outputs: Detailed and summary activity based reports generated (productivity, unit cost(price) and total cost by customer generated) Best practice improvement opportunities can be quantified at activity level and summarised by project and priority level 4

5. 5 Eg Detailed Analysis of PTP Team During Interviews

6. 6 Eg Summary Analysis of PTP Team

7. 7 Consolidating FTE Data From Different Parts of the Organisation Via the Detailed Analysis

8. 8 Cost Information from HR Built up by Individual and Team

9. 9 FTE and Cost Info Summarised for Benchmarking

10. 10 Transaction Volumes, Defects & SLA Performance Summarised for Benchmarking

11. 11 Approach to Identify & Quantify Improvement Opportunities  Benchmarking exercise highlights key areas of weakness in processes  Process Maps created to pinpoint specific weaknesses & provide detail  Lists of best practice improvement opportunities are generated for consideration  Sources of best practices are obtained from our extensive generic database supplemented through interviews with key members of your process teams  In discussion with your process teams, best practices are prioritised for further investigation and implementation  Estimates of savings in FTE and costs are agreed and quantified for each improvement opportunity  Sample extracts of outputs are included in the remaining slides  To gain a full appreciation of the extent and effectiveness of the process, please contact us and we will take you through some powerful case study examples that have helped our clients save money and improve quality

12. 12 Key Improvements-Accounts Payable & Staff Expenses (extract)  Switch more suppliers to EDI, particularly major ones in Brewco  Implement and monitor preferred supplier initiatives to limit new supplier setup and multiple supplier issues/ maximise discounts  Encourage as many suppliers as possible to switch from cheque to payment by BACS  Encourage electronic invoicing to minimise paper handling. Use scanning for all residual paper related invoices  3 way match process currently takes longer than any other invoice type- if this is to become the norm in future, training and education in raising POs in the business to reduce exceptions and time taken to process is essential  Multiple invoice types are used (11 types) across the business – rationalise if possible when new system implemented  Expense claims – improve knowledge of procedures and allowables in business to minimise disputes  Expense claims – move to 100% electronic for all claims and eliminate paper through scanning

13. Process Map - Potential Change to Role of SSC Operation Team & Interfaces with Others

14. 14 FTE Savings - Mix of Technology & Quick Wins Identified ReferenceExisting Cause/ Sub-optimal Process Description RecommendationInvestment (I) or Quick Win (Q) FTE Redeployment Invoice Pre-processing, Authorisation/Verification Invoice Processing & Mismatch Resolution Total5.98 AP2,3,4,5High level of mismatch to Improve the in country first time match rate (benchmark 95%) by working with Procurement, Buyers and initiate positive change at source to create a more disciplined purchasing culture Q1.24 AP2,3,4,5 No centralised receiving of documents with duplication of effort through copying of documents and high levels of movement of paper Centralised PO Box Nos to receive documents centrally at SSC or scan in Docusphere locally in country I1.21 AP2,3,4,5 No POs used except for & ( mostly manufacturing) Extend use of POs to all countries and most expenditure types I1.00 AP2,3,4,5 Scanning process and procedures not being fully complied with Rationalise number of authorisers and ensure all effectively trained in the process to clear invoices for authorisation faster. Automate chase up process and centralise coding in SSC to ensure consistency Q0.90 AP2,3,4,5Reorganise team along invoice processing splitting method ( ie alphabetical versus divisional) Restructure team individual responsibilities in line with practice – a more efficient way to operate Q0.48 Accounts Payable & Travel Expenses

15. 15 Summary FTE Savings Opportunities for Business Case

16. 16 Demonstration Perform!Diagnostic™ Tool Outputs Detailed Data Capture Tool (v1) Example Management Report (v1) Example Summary Savings (v1) Finance Best Practices Maturity Database Detailed Data Capture Tool- Whole Org (v2) Example Benchmarking & Diagnostic Improvement Report (v2) Example Executive Summary (Retained Org (v2) HR Best Practices Maturity Database Detailed Data Capture Tool (Retained Org) (v2)

17. or for a demonstration (including examples of case studies), please contact Jonathan Russell jonathan.russell@performworld.com jonathan.russell@performworld.com Tel: +44 (0) 141 443 2687 Mob: +44 (0)7903 134709 For more information visit: http://www.performworld.com