The document discusses operational excellence and achieving cost efficiency. It notes that operational excellence has replaced cost optimization as a key business challenge due to the need to integrate human factors. Various tools and certifications for assessing and improving operational excellence and cost efficiency are presented. Case studies show examples of companies that have successfully restructured their organizations through measures like outsourcing logistics functions, using accounting consultants, and reorganizing sales units. The key to success is having the right tools and following a path that leads to better decision making and execution.

2. Operational Excellence
Γιώργοσ Δημόπουλοσ
Managing Partner

3. Operational Excellence
Countering the Global
Slowdown:
Optimize Operational Performance
Create Competitive Advantage

4. Operational Excellence
Operational Excellence
Corporate Cultrure
…Achieving operational excellence is
a far more complicated issue from
the standpoint of today’s world.
David Farr
Chairman and Chief Executive Officer, Emerson Electric

5. CEO Challenge 2013
the conference board

6. Countering the Doom and Gloom

7. Regional View
N=Number of overall
responses.
Operational Excellence
was added to the list of
challenges in 2013 to
replace Cost
Optimization

8. Challenges by industry
Only Human Capital
and Operational
Excellence are ranked
in the top five across
all three sectors.

9. Challenges by company size
Large organizations
find it more
challenging to remain
efficient

10. Operational Excellence
Cost Optimization

11. Operational Excellence
Operational Excellence replaced Cost Optimization in
order to integrate human factor
• Market maturity
• State of the economy

12. Operational Excellence

13. Operational Excellence
Meeting the challenge

14. Do you have the right tools?

15. Cost Efficiency Certification

16. Operational Excellence
Marginal differences in competitive markets…
Very good is not enough!

17. Cost Efficiency Certification
You think you are
or
You know you are?

18. Proven Results
22,7%

19. Στάθησ Τςαμπουνάρησ
CFO Konica Minolta

20. COMPANY MILESTONES
1971 - establishment of C. Vlachopoulos S.A.
1973 - initiation of C.Vlachopoulos S.A. and Ubix co-operation
1998 - company operates in new building
2007 - company becomes a BEU subsidiary
2008 - first complete financial year as BGR
2012 - BGR becomes a member of Cluster East
2012 - In October BGR starts restructuring

21. WHY REORGANIZATION?
Reorganize BGR and do cost cutting, engage new and more productive
employees, update processes and strengthen the custom-centric culture.
New Organization Chart prepared with outsourcing Logistic Department, and
co-sourcing Accounting department
New top line management has the capabilities to motivate all BGR’s staff in
order to become number one in the near future.

22. IS RESTRUCTURING ALWAYS SUCCESSFUL?
Corporate reorganizations are risky investments of time, energy and
resources, and many do little to improve the business.
Chrysler restructured its organization three times in the three years preceding
its bankruptcy and eventual
combination with Fiat.
A recent Bain & Company study of 57 major
reorganizations found that fewer than one third
produced any meaningful improvement in
performance. Some actually destroyed value.

23. THE PATH FOR A SUCCESSFUL RESTRUCTURING

24. RESTRUCTURING% PER DEPARTMENT

25. AVERAGE W/S COST / EMPLOYEE

26. PRODUCTIVITY COMPARISON

27. LOGISTICS OUTSOURCING AND DDL
VERALLIS was hired to manage logistics outsourcing process and measure savings
DDL will minimize stock and improve free cash flows
3PL with 120k€/year savings, increased quality (SLAs) and services
BOOK KEEPING / PAYROLL
Deloitte is engaged for accounting supervision instead of an internal one
Replaced 3 senior accountants with 3 assistant accountants
Total 60k€/year savings with increased quality
CREDIT CONTROL
Credit insurance contract (freeze bad debts provisions and secure risk)
Own site for credit card payments for HW / non-Hard sales
e-Invoicing and bank interfaces (immediate view of customer’s bank transfers)

28. SALES UNITS REPORT 5MONTHS FY13
Accumulated
Result
Diff
%
Last Y.
Diff
%
by Brand
PP A3
by Brand
Konica Minolta Brand
+23
119%
92
+53 158%
240
241
-1
100%
229
+11 105%
385
363
+22
106%
321
+64
120%
78
74
+4
105%
121
-43
64%
BW Total
Konica Minolta Brand
122
128
100
+28
128%
256
-128
50%
Total
Office A4
145
BW Total
by Brand
Color Total
Total
Office A3
Konica Minolta Brand
Plan
206
174
+32
118%
377
-171
55%
10
18
-8
56%
8
+2 125%
5
5
0
100%
5
0 100%
15
23
-8
65%
13
Color Total
Color Total
BW Total
Total
An organization’s performance is really no more and no
less than the sum of the decisions it makes and executes.
A new org chart can’t make much difference unless it
somehow leads to better, faster decisions and execution.
+2
115%