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i si ng F
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o d u c t
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b i l i
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T h e
© 2016 PricewaterhouseCoopers Consulting (Singapore) Pte Ltd and CPA Australia Ltd.
All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers Consulting
(Singapore) Pte Ltd or, as the context requires, the PricewaterhouseCoopers global
network or other member firms of the network, each of which is a separate legal entity.
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Organisations big and small are faced with two key challenges in today’s increasingly complex business Please DO NOT print this pocket
environment. The first is how to improve productivity to continue to deliver profitable growth. The on the base
second issue is how to transform to deal with disruption in the external environment. Against this
backdrop, the Finance function is under pressure to change and adopt new methods or technologies to Call Vera at 9863 0269 for
deliver greater value to the business. clarification.
For the Finance function to stay relevant in the age of disruption, it must change. Finance needs
Thank you.
to develop a mindset to become an enabler to the business, and leverage process optimisation and
technology. We suggest that applying the Lean approach to the Finance function is a practical solution
to cut waste, build capabilities, and sustain productivity gains.
The Lean approach involves identifying and removing non value-adding activities — also known as
“waste” — from the Finance processes. This involves reviewing and analysing end-to-end processes,
generating improvement ideas, implementing solutions, monitoring the results, and embedding a
culture of continuous improvement in the Finance function.
This toolkit, comprising five booklets, shares knowledge and suggests possible solutions based on the
Lean approach to improve productivity and capability in the Finance function. We have included case
studies to illustrate how getting the right people to lead transformation efforts is crucial.
With proper implementation, organisations will see the benefits of the Lean approach through
efficiency gains, higher employee engagement and improved financial performance. We believe this
toolkit will be very useful for your Finance function, and hope to see several successful adoptions of the
Lean approach in the months ahead.
Lean is a process improvement technique used to create more value for customers
(both external and internal) using the same level of resources. The ultimate goal
of Lean is to maximise value to the customer through a better value creation
process that has minimal waste.
From the advent of the Lean concept by the Japanese in the mid 1950s to present
day, the popularity of Lean thinking has spread from the manufacturing to
the service sector. From a Finance perspective, the Lean approach helps top
performing companies to reduce the time spent on low-value added activities,
such as manual report compilation, freeing up resources such as time and money,
that can be applied to value-adding activities such as better business partnering
and insight creation.
This booklet describes the main principles of Lean that can be implemented in the
Finance function.
2
What is Lean?
Lean is a set of principles that aims to: • Non value-added activities (or waste) are
(1) Create customer value activities that do not change the output to
(2) Identify value-added activities and bring it closer to the form desired by the
streamline process flows customer. Some waste may be essential
(3) Eliminate waste that does not create in the process if the activities must be
value performed for legal or regulatory reasons.
(4) Build a mindset of continuous Such activities are called business non
improvement value-added activities. Organisations
should strive to eliminate non value-
Lean differentiates value-added (VA) added activities and minimise business
activities and non value-added (NVA) non value-added activities.
activities. The differentiation is important
to visually pinpoint which part of the process The value of thinking Lean: Typically, over
creates value and should be enhanced, 80–90% of the tasks in a business process
and which part does not and should be are considered waste because they do not
streamlined. add value to the customer. Value-added
activities represent a small percentage of
• Value-added activities are activities the total tasks and are scattered throughout
that change the output — form, fit or the process. Lean helps to identify the areas
function — in a way that the customer of waste through looking at the end-to-end
is willing to pay for. For example, in the process through a ‘value stream’ map, and
Accounts Payables process, filling in the streamlining it to achieve the ‘ideal state’.
Purchase Requisition is a value-added Figure 1 illustrates how a value stream map
activity. Value-added activities should be can identify the value-added and non value-
optimised — for instance, automated for added activities in moving towards the
efficiency — to create more value for ideal state.
the customer.
Current state
Value-add
Value stream
map
Non value-add
Value-add
Ideal state
Non value-add
Sustain
Identify waste Remove waste Performance
Performance
Behavioural
effect
Technical/Process Traditional
Improvements BPR
Time
Stabilising Improving Securing
4
The 5 principles of Lean
Lean is underpinned by 5 principles: Value, (3) Make the work Flow: Lean moves
Value Stream, Flow, Pull and Perfection. towards continuous process flow that is
flexible, fast and efficient. Companies
(1) Understand Value: Lean emphasises should aim to develop simplified,
the need to understand the internal and standardised and robust processes that
external customer, listen to the voice can deal with business requirements
of the customer, understand what is and prevent errors. In addition, Lean
important for the customer or business embeds error-proofing methods into the
user, and determine which areas to process to prevent errors from occuring.
focus on. For example, in the Finance It is always easier and cheaper to error-
context, business leaders who are the proof the process than tracing and fixing
users of management reports would like defects down the line.
to have accurate and timely reports with
critical insights that can assist them in
the decision-making process. Hence, “Standardise your work,
accuracy, timeliness and relevance are
then you can improve it.”
important factors.
“If we can see it, we can “Make it when you need it.”
kill it.”
“One-piece flow.”
“If you can measure it you
can improve it.”
• Lean emphasises the need to understand customers and their requirements while
reflecting on the current process to distinguish value-added and non value-added
components.
• Lean moves towards continuous work flow by allowing customers to pull value from
the next upstream activity.
• Lean adopts continuous improvement as a “way of life” and strives for perfection.
6
The 8 Wastes of Lean
Value is defined by the customer. Anything (4) Waiting: Time wasted while waiting for
that does not create value for the customer is the next step in a process. Employees are
waste. Organisations should seek to minimise idle while waiting for invoices, copiers,
waste within their processes. and information from co-workers. This
translates into down time when people
The 8 wastes of Lean applied to a Finance and/or equipment are not creating value.
context are: Some examples of waiting are multiple
invoices sitting in a tray waiting to be
(1) Touch: The handling of items or signed and delays in reporting.
transactions more than required, which
results in wasted efforts and energy, (5) Over-processing: Unnecessary process
and in turn, adds to cost. One example steps when a simpler approach would
is where a request has to go through have sufficed. Some examples of over-
multiple levels of approval, such as to processing in Finance are significant
the team lead, department head, Finance adjustments in reporting, repetition of
head, and so on. In some organisations, data required on the same form, and
this is worsened by manual approvals, multiple signatures on a request.
which means that the paper request has
to be routed to multiple parties. (6) Over-production: Producing, processing
or creating more output than what
(2) Inventory: Excess work-in-progress that is required by the customer. Over-
piles up in between work stations,which production leads to high inventory and
is a result of imbalanced demand and creation of backlogs. Some examples
supply. Inventory waste can lead to other of over-production are unused reports,
types of wastes such as longer waiting printing documents before they
times, or expiration of the validity of are required, and information sent
data. Some examples of inventory waste automatically even when not required.
are invoice backlogs, slow collection
of outstanding debts, and files and (7) Defects: Incorrect or inaccurate work
documents pending processing. that requires remediation and often
costly or timely rework. If not identified
(3) Motion: Unnecessary movements by and fixed, it may also cause reputational
people which do not add value. This damage once the work or product
waste exists due to sub-optimal office reaches the customers. Defects common
layout or unorganised database or in a Finance function include incorrect
information. Some examples of motion data entry, payment errors, and incorrect
waste in Finance are movement of people entries.
between printing machines, fax and
filing, daily payment runs, chasing for
approvals, and searching for information
in separate systems.
8
Case study – Toyota Lean manufacturing
In the 20th century, the three big motor • Jidoka (“Autonomation”, or automation
companies General Motors (GM), Ford and with human touch): Toyota embeds
Chrysler dominated the global market. In the culture of automation into its
1994, Toyota replaced Chrysler as number organisation to prevent the production
3. It became the global number 2 motor of defective products, eliminate
manufacturer in 2003. Since 2008, Toyota over-production, focus attention on
has replaced GM as the largest automaker understanding problems and ensuring
globally. that they do not recur. Every employee
is trained to detect abnormality, stop the
Toyota achieved its success by developing process when defects happen to fix and
and implementing the Toyota Production find root causes. Rather than waiting until
System (TPS) of Lean manufacturing. The the end of a production line to inspect a
first president of Toyota Motor Corporation, finished product, employees self-inspect
Kiichiro Toyoda, set up the company’s their own work or inspect the inputs they
objective: “To use small lot size with receive from the previous workstation.
cheaper vehicles to compete with the cost of
American motor companies by continuously • Employee involvement and continuous
reducing cost through waste elimination”. improvement: A key success factor of the
This philosophy was refined over generations TPS is that it focuses on the individual’s
of leaders, leveraging both local practices contribution to improve the company’s
and Western concepts borrowed from Henry performance. All the tools are in place
Ford, to arrive at the TPS. for the sole purpose of allowing people
to continually improve their work. Each
The main principles of TPS are: employee is empowered to stop the
workflow and fix problems whenever they
• Just-in-time (JIT): Toyota management spot one. It also stresses the importance of
invented JIT after visiting a supermarket become a learning organisation through
in America. They saw customers in relentless reflection and continuous
a supermarket purchasing goods off improvement initiatives.
the shelf, which were then restocked.
The shelves were neither empty nor While traditional thinking in the Western
overflowing with excess goods. Applying world was that only mass production could
this to the manufacturing context, it reduce cost, Toyota managed to achieve low
means “making only what is needed, only cost manufacturing with smaller volume and
when and where it is needed, and only in shorter lead times by using Lean principles
the amount that is needed”. JIT is done in their TPS. The Lean principles have
by letting customer pull the production, enabled Toyota to become one of the largest
making the process one-piece and making companies in the world.
inventory visible.
The Finance function can draw a few • Waste exists everywhere in the
key points from the philosophy and organisation in various forms.
principles of Lean: Lean principles focus on identifying
and eliminating waste.
• Understand internal and external
customers: Every business process or • Build a mindset of improvement:
step must deliver a business outcome For Lean to be successful, it needs to
that customers want and are willing become a way of working embedded
to pay for. in the organisational culture.
10
Contacts
Ivan Phuah
Director
PwC Singapore
This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2016 PricewaterhouseCoopers Consulting (Singapore) Pte Ltd and CPA Australia Ltd. All rights reserved. In this document, “PwC” refers
to PricewaterhouseCoopers Consulting (Singapore) Pte Ltd or, as the context requires, the PricewaterhouseCoopers global network or
other member firms of the network, each of which is a separate legal entity.
2 Lean in Finance
Lean in Finance
Finance leaders are facing pressure to improve the efficiency and quality
of the Finance function. Lean helps the Finance function become a better
business partner by freeing up capacity so that there is more time to engage
in value-adding tasks.
This booklet explains how Lean can help to reduce waste and increase value-
added activities in the Finance processes. The benefits of Lean techniques will
be highlighted, together with the proven benefits when Lean is implemented
in Finance processes.
2
Understanding Finance Processes
1.20%
1.02%
Leading firms 1.00% 0.93% 0.93% 0.89%
consistently 0.82%
spend a lesser 0.80%
proportion of 0.61%
their revenue 0.60%
0.54% 0.56% 0.56%
0.53%
on finance
0.40%
activities as
compared to 0.20%
average firms.
0.00%
4
In addition, leading firms spend much less The main reason why leading firms are
time on repetitive and mundane activities, able to achieve such level of performance
and more on high value-added activities such is because their processes are “leaner”. By
as analysis and performance improvement. identifying and eliminating waste in Finance
For example, top performers complete their processes, organisations can gain efficiency
budgeting cycle 15% faster than average and close the gap between them and the
performers. best-in-class.
average firms.
60
40
20
0
2010 2011–12 2012–13 2013–14
• Top performing firms are operating at a much higher level of efficiency and cost
effectiveness than average firms.
• This represents tremendous opportunities for firms to gain from productivity savings.
Lean in Finance 5
Examples of Waste in a Typical Finance Process
Waste can develop in any part of the Finance Figure 4 includes practical examples of
function due to inefficiency of processes, typical wastes in three common Finance
poor quality of information, duplication of processes: Accounts Receivable, Accounts
effort, and delays due to errors. Payable and Reporting.
CFO CEO
Accounting Closing Consolidating Reporting
• Waste in one step of the process could lead to further inefficiencies downstream.
6
Applying Lean to Finance
The Lean approach can improve Finance The “continuous improvement” initiative
function processes by reducing non value- can last anywhere from a few weeks to a few
adding activities and focusing on the value- months. It is usually a series of workshops
adding activities. or interviews conducted by a facilitator.
Participants include process owners in the areas
This is done by applying a “continuous which need improvement, such as the Accounts
improvement” initiative to existing processes. Receivable and Accounts Payable teams.
‘As-Is’ ‘To-Be’
Lean approaches
to continuous
improvement can Value-add Value-add
Continous
simultaneously Business improvement Business
non value- initiative non
deliver improved add value-add
productivity and Non value-
build capability. add Non value-
add
Capability Capability
Building Training Coaching Workshops and Skills
Development
Lean in Finance 7
The Lean approach can help to enhance • Normally, in the current state (as shown
the traditional business process by in Figure 7), it is difficult for firms
focusing on both waste and value-added to identify how many activities in a
activities. process actually add value.
1 Current state
8
Benefits of Lean in Finance
Across all areas of Finance, there is a high Lean is very effective in the systematic
potential for waste elimination. Many identification and removal of non value-
cycles are still seeing 25% or more of their added activities. By mapping each step of
FTE time spent on wasteful activities such the process and identifying the non value-
as waiting, re-work, and over-production added tasks, it will be easier to visualise and
of reports. Notably, in the areas of billing, address the areas of waste and significantly
general accounting, reporting, accounts improve process performance. Based on
payable and payroll, there are significant PwC’s Finance benchmark data, Lean delivers
benefits for firms that adopt Lean tools to greater satisfaction and has increased
reduce the non value-added activities in Finance teams’ capacities by 15–25% when
their accounting and Finance processes. properly applied.
Although Lean is most commonly known for
improving process efficiency, the benefits
of Lean go beyond that – Lean also helps to
address performance management, improve
organisational capabilities and enhance
positive behaviours.
Billing 15%
The top General accounting 14%
opportunities
Reporting 13%
for reducing
Accounts payable 13%
waste are
in Accounts Payroll 13%
Receivable, Budget and forecasting 10%
Accounts Performance improvement 9%
Payable and Strategic planning 8%
Reporting.
Credit 7%
Accounts receivable 7%
Tax planning 6%
Business analysis 5%
Tax accounting 3%
Treasury 3%
Internal audit 3%
Process controls 2%
Lean in Finance 9
Figure 9: Benefits of Lean
Benefits of Lean
3. Organisational capabilities 4. Mindset and behaviour
10
Case study – One of the UK’s
largest financial services At a glance
group
The key takeaways on applying Lean
A leading UK bank had a large Finance to improve the Finance function in
function with about 3,600 FTEs spread organisations are:
across multiple locations and divisions with
disparate processes and systems. Their • The Finance function has high
challenge was to reduce the overall cost of potential for Lean implementation
Finance while improving service and building due to the existing inefficiencies
capabilities. The lender had gone through a across its processes. By applying
number of process re-design and large system Lean thinking to eliminate wastes
implementation programmes and could not and streamline processes, leading
see how to further reduce cost within the organisations are able to perform
organisation. much more efficiently than their
peers.
A Finance transformation programme using
Lean methods was carried out, involving four • Lean concentrates on eliminating
aspects: waste first, before focusing on
automating specific areas that will
• Implementation of Lean tools such add value to the Finance processes.
as problem-solving sessions, standard This is done via a “continuous
ways of working, team huddles and improvement” initiative in which
information centres to help the team the team reviews the ‘As-Is’ State,
pinpoint and eliminate waste in their envisions and designs the ‘To-Be’
Finance processes. State, and work on sustaining the
benefits in the long term.
• Office re-organisation: Implementing
Lean initiatives at the main service • Lean benefits the organisations
centres and closing satellite sites. through enchanced process
efficiency, performance
• Building capability of the team management, organisational
through 11 weekly training sessions, capabilities and instilling positive
350 individual coaching hours and a mindsets and behaviours.
bootcamp to embed Lean thinking into
the team’s culture.
Lean in Finance 11
Contacts
Ivan Phuah
Director
PwC Singapore
This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2016 PricewaterhouseCoopers Consulting (Singapore) Pte Ltd and CPA Australia Ltd. All rights reserved. In this document, “PwC” refers
to PricewaterhouseCoopers Consulting (Singapore) Pte Ltd or, as the context requires, the PricewaterhouseCoopers global network or
other member firms of the network, each of which is a separate legal entity.
3 Diagnosing ‘As-Is’ Issues
Diagnosing ‘As-Is’ Issues
Given the Finance function’s potential for process streamlining and improvement,
the Lean approach can help to create value by identifying value-added activities
and eliminating wasteful activities that do not add value. This is done through a
“continuous improvement” project using Lean principles.
The first part of a “continuous improvement” project is to map out and review
the current state. Because processes flow across functions and departments,
few people involved have a complete picture of the end-to-end workflow, and
interdependencies are often hidden. This can result in costly inefficiencies and
high error rates. A detailed analysis of the current state often reveals significant
opportunities to improve performance.
This booklet describes how organisations can apply Lean principles to diagnose
the current state of their Finance functions.
2
Review current process
Processes
1 100 0.5 2
Business Unit
2. Follow up by 4. Match
Business Unit receipts to
(on a daily basis) in voice
2 200 0 3
3 300 0 1
Y
4 300 0.2 3
Accounting Dept
1. Consolidate 2 20 0 1
Start purchase Requistion
(PR) and Credit 3 20 0 2
Approval(CA)
4 5 0 3
5 60 0.1 6
Accounts Office 3. Check Management
details of PR Accounting Manager 6 20 0.1 2
2. Check (vendor invoice, Above N 7. Collate
5. Sign
Accounting Dept
5 30 3 24
Finance/System
6 - 1 8
admin
4
Key learning points:
• A process map is used to visualise the value creation process, highlight waste and to
help the team focus on potential improvement opportunities.
• It is important to observe how people actually carry out the process and note actual
data and measures within the process map.
After mapping out the current process, the • Motion: This waste happens when people
second step of a continuous improvement or documents need to move around a lot
project is to analyse the process map to during the day and/or spend a lot of time
identify areas of waste in the process. This searching for information in different
is done by keeping in mind the common databases.
wastes and bottlenecks in Finance, and by
conducting a root cause analysis for the areas • Waiting: This waste is linked to high
of inefficiencies. Inventory (work-in-progress) and can
be found when people are idle because
Guiding principles to identify the previous process step has not been
inefficiencies completed.
Manual authorisation
Touch
Skills Inventory
Defects Motion
Over-processing
1. Inter-company 1. Inter-company
• Inconsistent document • Clear and standardised templates and
• No point of contact forms
• No materiality levels • Single point of contact
• Materiality levels are set
6
Root cause analysis
Cause Effect
Primary
cause
The problem statement here is “What causes the delay in year-end closing?”. Some possible
causes are identified and grouped in the six categories in Figure 4. This list is for illustrative
purposes only.
1
Outside the control of Finance, but within the control of the firm
• After visually mapping out the current process in a process map, Finance teams can
identify areas of inefficiencies in the process map by keeping in mind Lean’s 8 wastes
and common bottleneck areas in Finance.
8
Case study – Global HR services firm
A global HR services company, with experience. In addition, a survey highlighting
operations in three locations, had difficulties staff activities and their work patterns found
in harmonising the different cultures and that some employees were overstretched
working styles of various organisations it while others were underutilised. It was
had acquired. This affected the quality of evident that there was room for improvement
service across various functions, such as in terms of working practices and systems as
billing, credit control, payroll and accounts well as ensuring that all staff were utilised
payable. A series of acquisitions also meant effectively and efficiently.
that 150 operational systems were added,
placing visible strain on the management and After assessing the ‘As-Is’ state to identify
delivery of their shared services function. root causes of the low level of performance,
the company also used Lean principles to
After applying Lean principles to visualise, design and implement a ‘To-Be’ model, to
understand and analyse the current gain significant savings and improvement in
situation, the company found that many service levels. The results will be covered in
people were doing the same thing, which did detail within the next topic, when discussing
not provide customers with an outstanding the ‘To-Be’ process.
There are three key considerations for • Waste can exist anywhere in a process.
organisations applying Lean to diagnose Anything that does not create value,
‘As-Is’ issues in their Finance function: as defined by the customer, is considered
waste.
• Before thinking about solutions, it is
crucial to map out the entire value • To make the process more efficient, the
creation process in a process map and Finance team needs to identify the areas
make areas of waste visible. Remember, of inefficiencies or waste and conduct a
“if you can see it, you can kill it”. root cause analysis to understand why
those problems occur.
10
Diagnosing ‘As-Is’ Issues 11
Contacts
Ivan Phuah
Director
PwC Singapore
This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2016 PricewaterhouseCoopers Consulting (Singapore) Pte Ltd and CPA Australia Ltd. All rights reserved. In this document, “PwC” refers
to PricewaterhouseCoopers Consulting (Singapore) Pte Ltd or, as the context requires, the PricewaterhouseCoopers global network or
other member firms of the network, each of which is a separate legal entity.
4 Designing ‘To-Be’ Model
and Implementation
Designing ‘To-Be’ Model
and Implementation
The first part of the “continuous improvement” project focuses on mapping out
and analysing the ‘As-Is’ state of the Finance processes. The second part of the
project streamlines and improves them using Lean principles. This is done by
identifying improvement opportunities, working towards a ‘To-Be’ process map
that is simpler and more efficient, and lastly, rolling out full-scale implementation
across the Finance organisation. To ensure that staff understand and are receptive
to the idea of transforming their business by adopting the Lean approach, it
is important to not only focus on adopting Lean principles but also changing
mindsets and behaviours.
This booklet describes how organisations can use Lean principles to design their
future state processes and implement improvement ideas.
2
‘To-Be’ process map design
Processes
Finance teams can leverage some of the Lean - Auto-rejection if any mandatory
principles to generate improvement ideas for fields in a form are not filled in
the ‘To-Be’ state. correctly.
• Eliminating NVA steps often goes This section shares some of the common
together with error proofing. areas of wastes and the corresponding
Designing the process in a way that counter-measures that could be implemented
prevents mistakes from happening to streamline Finance processes. The lists are
will reduce the need to have multiple for illustrative purposes only.
layers of checking or approval.
4
Table 2: Common wastes in the Accounts Payable process
Symptoms • Excessive details • Large amount • Manual query • Late payments • Costly function
of waste on invoices of non-PO resolution process • Invoice terms not compared to
• All/high volume invoices • High volume of used/followed benchmarks
of invoices • High number invoices in query/ • Daily payment runs • Low productivity
received in of retrospective on-hold status • High volume of compared to
paper format POs and Goods • Invoices sent to cheque payments benchmarks
• Invoices not Receipts wrong people for • Dissatisfied
entered into • Manual resolution business
system in a signature • Lengthy process requisitioners
timely fashion for invoice to resolve issues • Poor reputation
authorisation with suppliers
Methods of • Receive • POs used for • Automatic • Payment terms • Shared Service
improvement electronic all spend other workflow for defined and agreed Centres used for
invoices where than a few query resolution with supplier invoice processing
possible exceptions with email • Optimisation of • Potential
• Use Scanning • Automated notification and early payment outsourcing of non
and OCR PO – Invoice reminder discounts key activities
technology for matching • Audit trail and • Segregation of • Use digital
paper invoices • Authorisation process in place duties for payment solutions such
• Suppliers levels enforced for monitoring approval process as OCR of paper
required to by system status of invoices and payment invoices
quote PO execution • Standardised
number on processes
invoices (No PO
= No Payment)
Symptoms • Failure to meet • Large number • Heavy use of • Long time to • Complex process
of waste deadlines of manual spreadsheets produce monthly • Cost of Finance is
adjustments in report high
the process • Lack of trust
from business in
quality of data
• Surprises and
volatility of result
Methods of • Eliminate waiting • Eliminate • Simplify inter- • Standardise chart • Smooth work
improvement time in hand-offs redundant company analysis of accounts activities
• Review the and inefficient and reconciliation • Data model • Treat process
accounting activities process redesign like a project,
policies (duplicate, • Look at surprise/ identifying
• Adjust materiality manual activities, unusual items critical path and
limits etc.) during the period key milestones
• System • Rework close • Staff training
development/ calendar
replacement • Treat period 10
or 11 as an initial
year-end (soft
close)
• Utilise early cut-
offs
Low
Ease of implementation High
6
Examples of ‘To-Be’ process maps in Finance:
The process maps in Figure 3 are examples of the process, and include all key activities
of how, through the use of the key guiding and decisions points in between. It is also
principles for process improvement, some good practice to keep track of key metrics
wastes could potentially be addressed in such as time spent on value-added and non
the Accounts Receivable, Accounts Payable, value-added activities to be able to measure
and Reporting processes. As with the ‘As-Is’ performance, and continue the cycle of
maps, they flow from the start to the end continuous improvement.
3 10 0.5 1
2. Match
receipts to
Total 25 1.2 1.4
invoice
Accounts Dept
1. Download
3. Collate & file
receipt info and
Start update “Receipt
receipts vouchers End
with Bank Advice
Log”
Key • Reduction can be achieved through • Have SOPs and error proofing built-in.
improvement automation. For instance, attaching supporting
points: documents for ease of verification can be
made a requirement.
4. Prepare 5. CA signed
CA form for off
sign off
1. Close inter-co
billing, clearing 2. Perform 5. Post 4 – 0.2 1
accounts, payments Bank adjustment 7. Prepare 5 10 1 2
Start End
processing and Reconciliation Journal Reports 6 – 1 2
receipts processing Entries 7 – 8 24
Total 115 12.2 35
Accounts Dept
4. Open
3. Lock sub- closing 6. Lock
ledgers for the period for closing
closing period adjustments period
• Finance teams can apply Lean principles to simplify and streamline their process
maps to make their processes more efficient.
• Guiding principles such as one-piece flow, error proofing, reducing waiting time
and removing NVA activities help to reduce or eliminate waste, enabling a Finance
function to reach its ideal ‘To-Be’ state.
• A firm may face numerous challenges and problems so prioritisation is key. Solutions
that have high impact and are easy to implement should be addressed first.
8
Implementation Plan
Processes
After envisioning the ‘To-Be’ process map Each organisation may have its own
with detailed improvement ideas, Finance preference on how to develop an
teams should plan to roll out the ideas within implementation plan, but generally it
their organisation. An implementation plan involves four steps. A pilot can help to
should be drawn out for different phases so provide a proof of concept and allow certain
that employees can approach the project one methods to be tweaked and improved prior
step at a time. to widespread implementation. The team
should then deploy the Lean approach in
phases and once completed, they should
carefully monitor the progress and evaluate
the effect on the organisation.
4 Scale up • Plan for full-scale implementation (e.g. from one process to all processes, one office to all offices) with
considerations of lessons learnt in previous implementation phases
Don’ts x
1. Do not apply all Lean principles in
your organisation
Do’s Evaluate which principle and tool
will be most applicable to your
1. Set clear objectives organisation. Not every tool will be
Know exactly what you want to relevant to your company.
achieve at the end of the process and
the timeframe by which you would 2. Do not implement all the Lean
like to achieve it. principles in one go
Implement them in phases so that it
2. Start small, end big will be easier to manage.
Start off small by testing your new
methods and approach using a pilot, 3. Do not expect immediate results
before implementing it firmwide. It may take a while for positive results
to be seen.
3. Change mindset and behaviours
Proactively address any resistance
to changes in order to maximise the
firm’s progress in the long term.
s
Key learning points:
• After analysing an operating model design, it is crucial to carry out a pilot test before
full-scale implementation. This will help to assess the potential impact. Changes and
improvements can be made after carrying out the pilot.
• It is essential to only apply relevant Lean tools to your organisation. Not all Lean
principles will be applicable and they should be carefully assessed based on needs.
10
Case study – A Global HR
Services firm At a glance
A Global HR Services firm faced challenges in There are three key considerations
the management and delivery of their shared for organisations applying Lean to
services function. design the ‘To-Be’ state in their Finance
function:
To tackle the problem, the company rolled
out a Lean Performance Management • The Finance team can apply Lean
System, which was implemented in stages principles to reduce or eliminate
over 8 weeks. The focus was on one specific inefficiencies in their processes,
work group at a time, starting with Finance striving for a ‘To-Be’ state that is
Operations and then moving onto Credit simpler, more streamlined and
Control, Accounts Payable and Candidate efficient.
Payroll. Weekly training workshops
comprising 830 coaching hours were • Prioritisation is crucial to focus the
organised and client change agents were up- team’s energy on solutions that
skilled to deliver future waves. have high impact and are easier to
implement.
This led to a new way of working within the
shared service centre. It delivered benefits • Implementation should be carefully
such as realising a 25% improvement in planned and executed in a loop,
capacity within 16 weeks, a 43% decrease with continuous communication,
in the time to bill single invoices, a 9-day stakeholder engagement, change
reduction in Days Sales Outstanding (DSO), management and benefit evaluation
a 30% increase in the number of consolidated occurring continuously.
invoices within Service Level Agreements
(SLAs) and a 75% decrease in the value of
bills in query. The company also managed to
achieve the highest ever cash collection totals
and lowest ever unallocated cash totals.
Ivan Phuah
Director
PwC Singapore
This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2016 PricewaterhouseCoopers Consulting (Singapore) Pte Ltd and CPA Australia Ltd. All rights reserved. In this document, “PwC” refers
to PricewaterhouseCoopers Consulting (Singapore) Pte Ltd or, as the context requires, the PricewaterhouseCoopers global network or
other member firms of the network, each of which is a separate legal entity.
5 Control and Sustainability
Control and Sustainability
Lean not only streamlines and improves process efficiency but, more importantly,
also sustains the positive changes by embedding a culture of continuous
improvement in the Finance function. This sustainability is achieved by developing
standard practices and providing training for people at all levels.
2
Standardisation Methodologies
Processes
TABLE OF CONTENTS
• SOPs help to increase efficiency, consistency and reliability of the operation of the
process.
• Performance dashboards are management tools that can be used to monitor the
progress through key performance indicators that measure the achievement of goals.
4
Creating a “continuous improvement” culture
Improving the Finance function is not just (2) Benchmarking and learning from
about implementing a series of process industry best practices
improvement projects and tools, but is more
about driving sustainable results by building Benchmarking is a common exercise to
capabilities and an effective continuous establish baselines, define best practices
improvement culture. This can be done if in industry and identify improvement
the Finance team adopts the following key opportunities for an organisation. Finance
principles: functions can use benchmarking to gauge
their success and pinpoint shortcomings. This
(1) Long term vision of continuous is a very useful tool in determining the ‘As-Is’
improvement processes, and identify how the potential
gains in the ‘To-Be’ state can be realised.
For benefits to be sustainable, process
improvement should be seen as a long The general process of benchmarking
term programme. The Finance function involves identifying a focus area and
should develop a culture of learning and selecting competitors, usually within a
improvement so that employees are receptive similar industry and/or similar size and
and supportive of positive changes. Ongoing maturity, who are leaders in the focus
coaching and mentoring play a huge role area. The next step is obtaining data on
in the success of Lean and developing their performance which can either be
capabilities. Educating employees does not through publicly available information or
work by sending them to a one-off training from a third-party provider with relevant
session. Continuous improvement requires experience. The final step is to identify
ongoing relevant education in order for the the best practices to determine necessary
entire workforce to be constantly learning changes within the organisation to achieve
and be equipped with the relevant skills to the benefits.
make the Finance function better.
Successful companies incorporate
To achieve these objectives, leading benchmarking into their culture by
organisations organise regular continuous enagaging key decision makers and
improvement workshops to focus their personnel throughout the process, and
resources on improving a particular area. bringing in external expertise where
These workshops are usually conducted by necessary.
an experienced facilitator with requisite skills
and experiences, and with participants being (3) Leadership commitment
the process owners within the focus area.
This is an avenue for employees to not only It is crucial that the organisation understands
make positive impact on their organisation Lean thinking and how it brings value to
but also gain valuable Lean skill sets and the Finance function. This requires the full
experience. commitment of the organisation’s leaders
to become role models and exemplify Lean
philosophy through their own behaviour.
Employees will follow the example of their
leaders. If the leaders are not fully committed
to the Lean initiative, employees would not
be on board either. It has been shown that
when the leadership is clearly committed to
the change initiative, change adoption rates
increase.
• Continuous training and capabilities building is a must to see the positive impact of
the Lean approach.
• Companies should take into account best practices and lessons learnt from
benchmarking exercises to identify improvement opportunities.
• Customer value should always be the key focus and should be directly linked to
employees’ KPIs.
6
Case study – Retail Bank
At a glance
A retail bank was faced with the challenge
of operating in a highly cost-constrained • Standard Operating Procedures
environment. Inconsistent ways of working, and performance dashboards are
a lack of visibility of workload and capacity, standard methodologies that are
and limited problem-solving ability had used to ensure consistent quality.
led to wide variances in productivity across
departments and a need for significant • Finance functions can only achieve
improvement in operational capabilities. sustainable benefits if they adopt
Lean thinking and continuous
Through a journey over 12 weeks involving improvement as a “way of life”.
managers and team leaders in weekly Continuous improvement should
learning sessions and capability building, the have the full commitment from top
team addressed issues of work queues across management and these initiatives
processes. Cross-functional team members should be embedded in every
used problem-solving techniques to develop employee’s day-to-day work.
solutions which allowed them to create a
standard process. This ensured the best way • Building capability through training
of working was used consistently across the and coaching employees is key for
end-to-end process. knowledge transfer and ensuring
the sustainability of the new ways
As part of a continuous process improvement of working.
initiative, the bank closely monitored its
key metrics to keep track of progress and
evaluate the benefits realised.
Ivan Phuah
Director
PwC Singapore
This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
© 2016 PricewaterhouseCoopers Consulting (Singapore) Pte Ltd and CPA Australia Ltd. All rights reserved. In this document, “PwC” refers
to PricewaterhouseCoopers Consulting (Singapore) Pte Ltd or, as the context requires, the PricewaterhouseCoopers global network or
other member firms of the network, each of which is a separate legal entity.