{"id":3570,"date":"2018-07-12T01:12:31","date_gmt":"2018-07-12T01:12:31","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=3570"},"modified":"2022-09-05T20:48:22","modified_gmt":"2022-09-05T20:48:22","slug":"influencing-end-to-end-process-optimization-across-functional-silos","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2018\/07\/influencing-end-to-end-process-optimization-across-functional-silos\/","title":{"rendered":"Influencing End-to-End Process Optimization Across Functional Silos"},"content":{"rendered":"

Introduction<\/strong><\/span><\/p>\n

To maximize the value of Shared Services, a broader view of how work flows across the enterprise needs to be considered. In most cases, efficiency (or inefficiency) can significantly impact costs not only in Shared Services but for the entire company. Unfortunately, engaging non-Shared Services functions in end-to-end process optimization efforts can be extremely challenging, and this often requires the establishment of a strong oversight structure and senior-level support to ensure that the proper involvement and assistance are provided by all impacted organizations.<\/span><\/p>\n

Company Experience<\/strong><\/span><\/p>\n

During a recent Peeriosity PeercastTM<\/sup>, the Director of Shared Services from a large health care industry company with over 100,000 employees, shared their recent experiences in using technology to help enable their end-to-process design<\/a>.\u00a0 Their Shared Services organization consists of four towers, including Hire-to-Retire, Record-to-Report, Procure-to-Pay, and also an organization called Delivery Support, which provides project management, training, communications, client relations, and client delivery support for the entire Shared Services operation.<\/span><\/p>\n

The company looked at the different automation objectives<\/a> for each of the towers by starting first with their core systems, particularly their ERP system.\u00a0 Once all the opportunities to streamline were completed within the core systems, they then moved on to applying Robotic Process Automation (RPA)<\/a> to a variety of process areas, which increased their productivity and reliability, as well as eliminating the need for audit controls, where possible, and redeploying resources to more value-added tasks.\u00a0 They primarily used Blue Prism in the beginning for RPA technology and then started using other providers, such as Pega, depending on what was being automated.<\/span><\/p>\n

The next phase was to then focus on Robotic Desktop Automation (RDA) by enhancing employee engagement around automation and giving the individual associates the opportunity to identify that one piece of extra information that would improve their process or having multiple systems combined into one single user interface in order to make their job simpler and more efficient.<\/span><\/p>\n

Tracking the automation deployed by process area up to this point in time, Hire-to-Retire is at 30, Procure-to-Pay about 20, Record-to-Report approximately 10, and an additional 10 throughout the rest of the service center.\u00a0 Some of the highlights of these deployments include the following:<\/span><\/p>\n