1. REMINDER Check in on the COLLABORATE mobile app How to Fix a Broken Process Prepared by: Ed McDonough Director, Solution Delivery Avout Session ID#: 10365 #Avoutcorp

2. Presenter Background Ed McDonough Director, Solution Delivery Avout Corporation 2  20+ Years Implementing Oracle Solutions  15 Years’ Experience in Distribution & Manufacturing  Project Methodology and Re-Engineering Designer  Oracle Community Education & Development Contributor  Oracle Accelerator

3. Agenda  The Nature of Process Change  Process Methodology Review  Assemble Cross Functional Team  Diagram Steps  Eliminate “Non-Value-Added” Steps  Assess Change Management Components  Enable Process Change  Implement Process Change  Summary  Questions 3

4. The Nature of Process Change Change is Difficult  Fixing something requires change  People are naturally resistant to change  Why should I change? Change is undesirable  Especially at workplace  Is this necessary for my job? Change makes people uncomfortable  Sometimes can be emotional  Increases stress levels  Some jobs require consistency and change is counterintuitive 4

5. Process Methodology Review Different tools may result in process changes  Lean Manufacturing – Elimination of waste “Muda”  TQM - Total Quality Management  Kaizan – Continual process improvement  5 S – Work space efficiency – Sort, straighten, shine, standardize and sustain  Six Sigma – Quality measurements  QOS – Quality of Service  Theory of Constraints  Best Practices 5

6. Assemble Cross Functional Team Assembling the team is key!  Accounting  Operations  Maintenance  Executive  All departments that have a stake or part of the process The great melting pot  Different disciplines have different ways of looking at things  Hidden agendas may come to light  Interpretations of existing process may vary  “We do it that way?” 6

7. Diagram Steps Get a white board and draw boxes  Connect the boxes  Agreement on what is actually happening  Engage the team Document WHAT is actually done  There may be disagreement on how process is done  Make sure every team member agrees  Challenge the team Conducting the session can be an art  Qualify the person running the session  Fine balance between challenging and producing unnecessary stress  Take lots of breaks 7

9. Eliminate “Non-Value-Added” Steps Review the overall process flows  “non-value” is another word for waste, redundancy  Can a step be automated?  Is a step necessary?  Keep asking WHY! Examples of “non-value” types  Notifications to nowhere  Redundant steps  Combinable steps  No business value 9

11. Assess Change Management Ramifications of Process Change  Some changes are “no brainers”  Other changes are major impact to people  Changes can affect organization policies  Internal vs External, Intra vs Inter Strategizing for Success  Need to view things from a high level  Do all changes need to implemented right away?  Identify the key players that may need to make decisions  Identify who is NOT on board with changes 11

12. Enable Process Change Management sponsorship  Engage the management team  Champions vs Detractors  Strategize on how to approach This may be the BIGGEST challenge of process change  You will need help  Consultants may be needed – External opinion  Change management team  Human resources  Marketing campaign 12

13. Implement Process Change Timing of the change  Small changes may be able to happen immediately  Bigger changes may take months or years Considerations for implementing  Change management team  Education and training  Culture shock and resistance  Incentives to change 13

14. Summary Fixing processes involves CHANGE  Engage the change agents early on  Consider getting outside help  Assemble the right people Mapping Processes  Map the “As Is”  Eliminate “no-value added” steps Enable Change  Find out who can help you  Understand the ramifications of change  Identify timeline based on need 14

15. About Avout Avout is structured to quickly source exactly what an organization needs—no more, no less—via its vast network built over 25 years in the technology space. Avout’s principals and recruiters have run Oracle business units for companies like Oracle, Accenture, and Capgemini, and have sold and delivered hundreds of millions of dollars of Oracle services. 15 Recently, we joined forces with Pacific Crest Technology® to meet the broader needs of our clients. Our Oracle expertise is now supplemented with a global project management office skilled in solution delivery, and CIO- level strategic advisement in high-growth industry verticals.

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