complex p2p processes are a thing of the past nhs shared...
Post on 13-May-2018
224 Views
Preview:
TRANSCRIPT
Gary Connolly
e-Invoicing Manager
NHS Shared Business Services
13 years experience in English NHS:
– Client on-boarding and Oracle Implementation
– Process re-design/Change Management
– P2P background
Presenter Background
Department of Health & Sopra SteriaA unique joint venture
• NHS experienced people
• Financial Support
• Oracle EWA
• Unique 50:50 joint venture
• Commercial organisation
• Joint governance
• Customer focus
• Service optimisation
• Management & Business Development
• Offshore capability
• Commercial expertise
By 2015 NHS SBS
have saved the
NHS £224 million -
providing more
funds for front line
patient care.
Savings estimated
to be £1billion by
2020
NHS SBS – Our services
Finance and Accounting• 220 of Commissioning
organisations (100%)• 73 NHS Provider organisations
(approx 40%)• Over £170 billion of payments
each year• One of the largest Oracle Shared
Service Centre platforms in the world
Employment Services• 124 NHS clients• Paying 390,000 NHS employees• Processing 3.6 million payroll transactions
each year• Administering 250,000 pensions• Delivering registration authority services to
over 6,000 employees• Recruitment Services launched in 2013
Procurement• Delivered £350m in Procurement
savings opportunities• 52 NHS Provider clients• 409 associate members• CIPS accredited flexible procurement
service• Provider of over 120 framework
contracts to the NHS
F&A - P2P Landscape
7.3mNumber of invoices per year
£170bnTotal payment value per year
£14mRecovered debt for NHS organisations
570,000Answered emails
290,000Answered calls
350,000Suppliers in database
Measuring Success & Improving
Metric Category
Key Metric Process Improvement
(Lean)
e-Invoicing
(Tech)
Client Performance
(User)
Time Invoice date to scan date
Time Scan date to ready to pay date
Time Ready-to-pay to paid date
Time Invoice date to paid date
Cost Cost per invoice transaction
Cost / Quality
Contact per transaction
Quality Right first time (quality)
P2P Processing before Pods
Moving to Pods
P2P Processing after Pods
Receipt
Paper Invoice
Process
Invoice Entered
Exception
Approval of Transaction
Payment
Transfer of funds
Receipt
Paper Invoice
Process
Invoice Entered
Exception
Approval of Transaction
Payment
Transfer of funds
Measurable improvements
Reduction ininvoices
incorrectly sent tosummy supplier
Reduction ininvoices sent
back to supplier
Reduction inclient queries
Improvement inaverage 'scan toavailable' date
Reduction inaverage holds per
invoice
40%
50%
30%
27%
12%
Voice of the Customer (NPS)
A driving factor in all we do is how our clients feel about our service...
Since implementing the new Pod structure, we have seen an
increase in client satisfaction across all P2P areas.
Operational Efficiencies through LEAN recommendations
Benefit Efficiency Gain
End to end P2P process efficiency 10%
Reduction in customer contact 3%
Implementation of IT change requests 3-5%
Further Pod performance management uplift (5% for non-verificationsroles)
3%
Total19-21% Efficiency
Improvement
• Additional benefits linked to process redesign and reorganising the management structure have been omitted as they are not fully quantified
Look at the existing processes and make sure they are functioning
correctly
Expose your failings - Measure the right thing – measure and display
your failure not just your success
Align functions and break the silos - enable functions to work
together, drive holistic improvement and enable workload management
Nurture people to drive the change– involve in the design from the
start – they know it, you don’t!
Lessons , Hints & Tips
e Invoice
Invoices - Receiving and processing
PO exists3-Way Match
Route
No PO existsRules Engine
Invoice unidentified
Return to Supplier or re-scan
Paper Invoice
Open and sort
invoices
Batched Invoices
Invoices put into batches for scanning
Invoice scanning
Invoice unidentified
3-way match
Non POInvoice
ApprovalProcess
Verification Team – Invoice identification (Brainware)
E-Invoice interface to system
• Free for suppliers
• Open network that provides value for large, medium and small suppliers
• Modern UI and easy to use
Why eInvoicing and why Tradeshift
• Collaborative solution making it easy
to interact and communicate with
suppliers and other stakeholders
• Mobile device compatible
• Superior on-boarding methodology
• Extensible – ability to add new
business processes via apps
• Suppliers receive status updates on invoice progress granting them
visibility of their invoice through entire process
• Reduce likelihood of rejected or returned invoices due to missing data
• Suppliers save money
• Free to send invoices and credit notes
• Faster invoice processing time
• Promote a positive green agenda
• Prompt Payment Discounts
• PEPPOL Compliance
Benefits of eInvoicing
Recognised Benefits of e-Invoicing
Invoice Date to Scan Invoice Date to Payment Scan date to view
NHS SUPPLY CHAIN79% improvement for the
average invoice date to scan date
68% improvement on average invoice date to payment date
98% improvement on average scanned date to date available
in workflows
REED SPECIALIST RECRUITMENT LTD
80% improvement for the average invoice date to scan
date
58% improvement on average invoice date to payment date
39% improvement on average scanned date to date available
in workflows
Paper Paper Paper
Average invoice date to scan date
Average Invoice date to payment date
Average scanned date to available in workflow
3 14.1 13.3 42.4 0 2.9
5 25.1 20.3 48.4 1.6 2.6
Grand Total 4.4 22.1 18.2 46.6 1.1 2.7
E-Invoice On-boarding progress
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000Ja
n 2
01
5
Feb
20
15
Mar
20
15
Ap
r 2
01
5
May
20
15
Jun
20
15
Jul 2
01
5
Au
g 2
01
5
Sep
20
15
Oct
20
15
No
v 2
01
5
Dec
20
15
Jan
20
16
Feb
20
16
Mar
20
16
Ap
r 2
01
6
May
20
16
Jun
20
16
Jul 2
01
6
Monthly TS Invoice Count
Timeline and Milestones
January 2013
Integration with Oracle begins
September 29th 2013
First supplier invoice sent and received
August 2014
Total Invoice count via TS reached 50,000
October 2015Invoice count reaches
50,000 per month
September 2014
First GHX Supplier goes live
March 2016Invoice count reaches
80,000 per month
May 2016Total invoices received via
Tradeshift exceed £15 billion
June 2016Total Invoice count exceeds 1 million
invoices
Tidy your data first – poor data will inhibit your ability to on board
quickly
Engage with customers and suppliers at the earliest opportunity –
these stakeholders need time to change their perceptions
Concentrate on a quick wins e.g. highest volume suppliers or service
providers who can on-board multiple suppliers in a ‘wave’
Help your stakeholders adjust to change
Lessons , Hints and Tips
Client engagement calls
Expose current situation Highlight main concerns
Identify any patternsAgree improvement plan
Who are Client Performance?
Implementation
Training & Process
Improvement
VAT
• Enabling good F&A Business practice
• Conduct training needs analysis
• Training delivery
• Deliver training sustainability
• Deep Dive Process Reviews
What are Client Performance trying to achieve?
OperationsReduced issues and calls due to improved end user abilities.
Training and Process
Improvement
Process Efficiency
Enabled to do their job
Reduced issues
Client End UsersSkilled to perform their roles using SBS systems without frustrations. This reduced frustration should lead to increased NPS.
Process EfficiencyReducing rework and removal of unncessary tasks. Redisign of process to allow redirect of valuable resources
Understand the client, their objectives and their pain points
S how and expose opportunity to improve
Embed best practice across the client organisation
Reduce the need for users to contact you
Lessons, Hints & Tips
Conclusion
Look
Expose
Align
Nurture
LEAN
Tidy
Engage
Concentrate
Help
TECH
Understand
Show
Embed
Reduce
USER
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.co.uk/about for a detailed description of the legal structure of DTTL and its member firms.
Deloitte MCS Limited is a subsidiary of Deloitte LLP, the United Kingdom member firm of DTTL.
This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte MCS Limited would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte MCS Limited accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication.
© 2016 Deloitte MCS Limited. All rights reserved.
Registered office: Hill House, 1 Little New Street, London EC4A 3TR, United Kingdom. Registered in England No 3311052.
top related