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2017 Success: Are your Corporate and Faci l i t ies

Services costs as low as they can be?

November 3, 2016

6

Presenters

7

Ted Ardelean

Director, R&D and Marketing

David Vandereems

Sr Director, Innovation & Business Process Centers

Brendan McDonough

Manager,Enterprise Document SolutionsCDIA+

Presenters

8

Melissa Carlis

Sr. Director, Information & Governance Services

CRM, CIP, ermM

Joe Tague

Sr. Manager, Business Applications

Network+, CDIA+, CIP, ECMs, BPMs

AGENDA Digital Business and the Corporate Service

SME discussion:

Practices and technologies that lead to cost avoidance, cost reduction,

vendor consolidation, and efficiency

Concluding thoughts

9

ABOUT CANON BUSINESS PROCESS SERVICES

10

Subsidiary of Canon U.S.A., a Canon Group Company IAOP Top 100 Global

Outsourcing Leader 2007 to

2016Services

• Business Process Outsourcing: Accounts Payable and

T&E, Student Financial Aid, Claims Processing, Auto Finance

• Document Process Management: Imaging, Print, Mail/S&R,

Records Management

• Discovery Services: Consulting, electronic discovery

• Office Services: Reception, Hospitality, A/V, Concierge

• Workforce and Facilities Support: Campus Logistics, Inventory and

Material Handling, Contingent Labor

Service Delivery

• On-site, off-site, off-shore processing center

• Six-sigma process excellence based methodology

• Customized, technology enabled

© 2016 Canon Business Process Services, Inc. All rights reserved.

ADVANCING BUSINESS PERFORMANCE TO A HIGHER LEVEL

~4,500 Employees in US

D i g i t a l B u s i n e s s

a n d

S u p p o r t S e r v i c e s

01

11

12

Digital Business

Digital business

…using technology in every corner of the business to

create value for customers or increase operational

efficiency in the rest of the business

• Add technology to current products

• Create new products out of technology

• Use technology in the processes that make the

product or service you sell

• Use technology in the processes that support the

entire business (back-office)

GE Predix Platform

Customer PortalseCommerce Websites

Automated data capture/extraction/validation/correctionDocument Management, RPA

P2P Automation, Virtual Receptionist, eDiscovery

FedEx

SenseAware

Adidas

MICOACH

Smart Ball

BPA = Business Process Automation

Examples

13

Digital Business

PwC 19th Annual Global CEO Survey

Interface

Disruption in the Back-Office

When the back-office processes are not automated in sync with digital business,

efficiencies are not realized.

Customer inputs

order on websiteSeller manually

transcribes order

into order process

system

Order sent to

distribution

center

Order

fulfilled

Initial eCommerce Workflow Example

Start Digital Process End

Back-Office Functions – Digital and Manual Process

Refund

Credit

Posted

Merchandise

returned

15

The Back-Office Can be Integrated with Digital

Business

Start Digital Processes End

Office Services

Virtual Reception

Hoteling

Collaboration

AV Conferencing

Office Print Security

Print/Mail

Return Mail Digitization

Multi-Channel/Media

Comm

Records Mgmt

Automated data capture

Scanning/OCR

Digital Records

Workflow

S&R

Tracking

Dynamic Rates

IoT Sensing

Real Estate & Facility Mgmt

IWM

Space Optimization

IoT Sensing

Energy Mgmt

Surveillance

Finance & Procurement

AP Automation

ACH, P-Cards

Vendor Portal

Digital Invoice

eBilling

Legal

eDiscovery

Case Mgmt

e-Filing

Support Function Digital Upgrade Opportunity

Labor cost optimization through job pooling, cross-training

Facility space optimization through outsourcing, function consolidation

Efficiency and labor cost cutting through strategic use of RPA, Data Capture

Interface

IWM = Integrated Workplace Management

IoT = Internet of Things

RPA = Robotic Process Automation

16

Poll Question

How is your organization addressing Digital Business in the Corporate Services

and Back-Office functions?

A – We are actively implementing technologies to streamline activities

B – Through outsourcing – getting the technology and service from partners

C – We are mostly manual but working on it slowly

D - Not sure, don’t know

S M E d i s c u s s i o n :

Practices and technologies that

lead to:

cost avoidance,

cost reduction,

vendor consolidation, and

efficiency

02

17

18

Office Service, Mail, S&R, Distr ibution

• Digital Mail – Electronic delivery of hard copy correspondence to corporate and

field employees

– The Evolution of the Mail Center

– Digital Mail Accelerators

• Secure Accountable Package Lockers – A first and last mile solution, Reducing

staff delivery time and increasing customer availability

– Are they in place today

– Benefits

• Virtual Visitor/ Receptionist Management Systems – providing remote personal

service for companies

– Motion detection visitor and security interfaces

– Easy touch screen directories and maps

The Evolution of the Mail Center

•Mail Centers established in major cities, handling mail for locations in geographic area

•Labor Savings through consolidation

• Greater acceptance of electronic receipt of documents

• Movement of early adopter documents to Digital Mail

• Processing of mail and freight via site specific labor

• Smaller sites staffed as a coverage model

• Super Regional Centers across the country

• Digital Mail platform to process regional mail

• Smart lockers for package delivery

• Labor savings through synergies

Regional Document

Management Centers

Traditional Mail Centers

City Consolidated Mail Centers

Hybrid Centers with Digital Mail

Technology

Refresh

Volumes

Continue to

Drop

USPS Service

Levels Erode

Refresh

Digital Mail Accelerators

M O B I L E W O R K F O R C E

The ever increasing number of companies expanding

their mobile work force to maximize work hours and

address real estate costs.

20

G E N E R A T I O N Z

This up and coming generation of workers are MOBILE

FIRST and MOBILE ONLY.

I N F O R M A T I O N S E C U R I T Y

Companies recognize the need to keep all of their

company data safe and secure. This includes the

traditional hard copy documents from the mail stream.

Digital Mail Intelligent Capture solutions are key to

securing and archiving valuable company assets.

R A T E O F I N F O R M A T I O N

R E C E I V E D

Todays technology has driven the need to receive

information quickly by a worker to a higher level.

Reaction time to any type of correspondence; email, text,

electronic mail is paramount to an employees career and

success.

Digital Mail

D i g i t a l D e l i v e r y P r o c e s sD i g i t a l M a i l M o d e l

• Reduce the cost of manual mail

distribution that includes transportation

and labor costs

• Develop a Digital Mail model that is

scalable and flexible in its approach to the

changing mail landscape.

• Incorporate larger existing facilities as

digital distribution hubs

• Expand the capabilities of digital

distribution hubs to include other

electronic workflows

21

22

Package Locker Adoption

Companies are quickly adapting to the need for:

• Package delivery

• Convenience for employees and customers

• Faster delivery

• Audit trail

Secure Package Lockers

23

Intell igent Lockers - Benefits

Enjoy 24/7 365 Day Access. Recipients can pick up

packages at any time

Enhanced Security. Secure access. No need for others to

sign for the Packages which often leaves the items

unsecured,

100% Accountability. Every package drop off and pick up is

recorded.

Automated Tracking ensures strict chain-of-custody. Ability

to search data and generate reports as often as you want.

Save Time and Labor. No need to deliver packages to each

recipient or to make re-delivery attempts.

More cost-effective. pick up packages from a central

location or a few defined locations greatly reducing delivery

costs to remote locations.

Configuration Choices / Investment Protection. Many

options - sizes and features. Easy to expand or add

technology features.

CONFIDENTIAL 24

• Allows one person to directly manage multiple reception /

entrance locations

• Reduces labor cost

• Greets visitors as they enter the building

• Notifies employees of the visitor's arrival

• Virtual reception “one touch to call” interface makes it easy

for anyone to understand and use

• Many configurations and uses

Virtual Receptionist

25

Print Overview

• Market overview

– Consolidation in print market

Xerox splits into two companies

HP Spins off printing group

HP acquired Samsung Printing

– Office Print Segment

Digitize paper

New MFP generation

– A4 engine - higher duty cycle, MFP functions,

small footprint, lower cost

Mobile print adoption

Print security critical

Hardware prices - stable to declining

– Transaction / Production Print Segment

Color InkJet technology lower cost

Managed Print Services Enables Digital Off ice

Continuous Improvement

Te

ch

no

log

y &

Cap

ab

ilit

ies

• Print regardless of

computer or operating

system

• Easily add printing for

new users and guests

• Centrally manage and

update device or user

• Print and scan secure

jobs at any device

• Enable mobile and

guest print

Output

Management

• Reduce printing and

eliminate wasted print

• Minimize support,

integration & training

cost

• Analytics and insight

• Transition manual office

to digital

• Scan and route to

accelerate workflow

• Reduce dependence

of paper

• Connect to Business

Applications (DMS,

ECM, ERP)

• Enhance information

value

• Data Integration

• Store, Search, Retrieve

Intelligent Capture

Print Services

• Reduce manual work and

paper

• Protect information and

stay compliant

• Connect users to all

business processes

• Standardization

through policy

• Service and Supply

Management

• Asset management

• Free resources to

focus on core

competencies

Managed Print

Services

• Lower, transparent

operational costs

• Visibility into print

activity

26

Control

Improve

Transition

Use print technology to

digitize paper and reduce

manual office work.

MPS is an Active not

a Passive activity

Office Print Needs and Expectations Have Changed

• Print while away from your

desk or at another office

• Print and scan secure jobs

at any device

• Use your smartphone or

tablet to print

• No installation or setup

required

• Easy to use

• Print regardless of computer

or operating system

• Easily add printing for new

users and guests

• Centrally manage print and

scan services

• Eliminate Print Driver

Mapping & Deployment

• Reduce printing, apply rules and eliminate

wasted print

• Management and accountability

• Reduce costs

USER

BUSINESS

A se rv i ce t o manage

and t r ans i t i on you r

p r i n t ed documen t s

27

I T

SFP vs MFP

Networked MFP Device

Cost EffectiveIncreased Capabilities/Features

High Volume CapacityIncreased Uptime

Supports Multiple Users

Single Function Printer (SFP)

High Cost Per ClickLimited to Print Only

Low VolumeSubject to downtime

Supports One User Only

SFD = Single Function deviceMFP =Multi-Function Print Device

SFP vs MFP

• A4 MFP capabilities same as A3

• Lower cost and compact size

29

SFD = Single Function deviceMFP =Multi-Function Print Device

A3 = 11x17 paper sizeA4 = 8.5 11 paper size

A4 MFP Machine A3 MFP Machine

30

Information Governance Reference Model (IGRM)

“Linking duty + value to information asset = eff ic ient, effective

management.”

© 2016 Canon Business Process Services, Inc. All rights reserved.

31

Information Governance Benefits

• Avoid or Reduce Costs– Insurance rates

– Legal settlements, litigation, and discovery costs

– Lower labor cost – Ex. find records and information in

seconds

– Regulatory compliance

– Records storage

• Reduce Risk– Business continuity and recovery

– Less fear of the unknown

– Addressing data breaches and social media missteps

• Increase Operational Efficiency– Mining historical data

– Ready to support mergers, acquisitions, divestitures

from records and data perspective

– Data Loss Prevention

– Legal holds control

– Social Media Control

Ex: LinkedIn

Plan for approved changes

Identification of approved

repositories

Possibly plan to migrate to one

ECM

Migration tasks

Assigned task force

Coordinate gov. activities

Monitor and ensure regulatory

compliance

Oversee projects and services

Communicate, promote value

Create reporting for all of the

above to track progress

32

How You Get There

Information Governance Framework

Corporate goals,

strategies

Document all

departments

• Objectives

• Strategies

• Needs

• Issues

Regulatory requirements

Sponsorship from

executives

• IT

• Risk

• Compliance

• Finance

• CEO

Understand enterprise

Detailed report

• Current scenario

• Repositories

• Workflow

• Information Ingestion

• Security issues

• Privacy issues

Solution report

Define roles

Offer policies,

standards, and

procedures

Transforming data to

information

Placing controls on how

data is ingested and

what value it holds

Creating “hold” areas to

place data with no value

Supervise staff

Manage and resolve

data-related issues

Monitor and enforce

conformance with

policies, standards and

architecture

Reporting

Auditing

Compliance

Preparation for

litigation

Initial Maturity Model

ranking

Annual BPA to ensure

ranking improves

Analytics to ensure

response time and

costs decrease for

eDiscovery, audits,

disaster recovery

Planning, monitoring and enforcement of information in order to define, approve and communicate

the records program (policy, retention schedule and procedures) while implementing

with standards, architecture, analytics and reporting.

(Planning, monitoring and enforcement over the management of data)

Phase One

BPA

Phase Five

Analytics

Phase Two

BPA Report

Phase Four

Implementation

Phase Three

Planning for

Change

© 2016 Canon Business Process Services, Inc. All rights reserved.

33

Where is the Risk?

RISK

How do you

address i t

w i thou t

know ing

wha t i t i s?

Stored records - old records that should have been

destroyed

Databases not using a common taxonomy to organize and

index data, documents, records or stored paper files

IT systems, PCs, hardware, etc.

Regulatory compliance areas

• HIPAA

• PIPEDA

• GLBA

• SOX

• Red Flag Rules by FTC

• PII

• PHI

• PCI DSS

• AICPA

• ITAR/EAR

• FACTA

• State Information Security

Laws

• Other Countries’ Data

Protection directives

34

Tactical Information Governance Projects

• Records data remediation

– Off-site stored records

– Standardize indexing and taxonomy in systems

– Cleanse systems – customer files, vendor master data, etc.

• Migration from paper to electronic records

– By function or business unit - for example

Transition legacy product files to digital – insurance products, machinery, etc.

Review, cleanse and transition newly acquired product / business unit records to digital

Digitize “product records” prior to sale/divestiture

Digitize paper to free expensive office rent

• Implement day-forward document capture to digitize and avoid paper records

CONFIDENTIAL 35

Digital Transformation in the Back Office

Physical / Company Information

Reduce Space

Compliance

Scan to Process

EMAIL

HTTPS://......

Analytics

Cloud

Spending data

Traffic Patterns, Weather Pattern data

36

Applied Innovation

Developed 1975

Amazon2015

37

Digital Transformation

Document

Process

Services

Areas of

OpportunityTraditional

Office Services

Mail

Office

Services

Information

Governance

Concierge

Services

Logistics

Print/

Copy Centers

Print/Scan

Fulfillment

AP Processing

Return Mail

Processing

Claims and Applications Processing

Document Workflow

Automation

Business

Process

Services

Mail

CONFIDENTIAL 38

Technology advances

• New technologies driving the switch from labor to workflow automation– BPM (Business Process Management Suites)

– RPA (Robotic Process Automation)

– Analytics

– Cloud

– Mobile apps and applications

• Benefits– Faster workflow

– Higher quality

– Lower cost

• Challenges– Adoption and training

– Integration with existing systems and procedures

– Increases complexity in processing and innovation center

– Demand for skilled people to construct and manage (workflows and robots)

39

Example, RPA emerging, strong promise but…

• Proceed with caution

– Many RPA technologies

– Use / application in experimentation – Invoice

processing, data matching,

– Add it to the suite of tools in the processing center

• Overlaps with proven technologies you have now

– Scan / OCR still needed to convert data from paper or

document image

– BPM technology can automate many tasks

Look up data

Match, compare and validate

Route

Check math

Make Go / No-go decisions

Etc.

40

Pol l Question #2

How do you describe the state of your company’s Corporate Service and back-office?

A – Our paper and manual transactions are so low we are ready to close facilities like mail, print, and scanning centers

B – We are seeing digitation throughout the office and have very little need for clerical, reception, or general support

C – We are mostly digital but spend a lot of time manually connecting information silos using manual labor

41

Concluding thoughts for 2017

Digital business, demographics, and workplace trends are changing the structure of the back-office

including the skills needed, job responsibilities, technologies, and services provided

The back-office functions must be automated and integrated into the front-office processes for higher

efficiency, faster customer service, and lower cost

There are technologies for the support and back-office operations that can reduce costs and automate

tasks. But expertise is needed to install and operate.

Prepare ahead of time

Research, investigate

Talk with SMEs such as Canon’s

Back-office technology and work is changing fast. Renewing contracts without understanding the

change or products can lock you into higher cost for another contract cycle.

Advancing Business Performance to a Higher Level

Thank youTed Ardelean

tardelean@cbps.canon.com

212 502-2122

© 2016 Canon Business Process Services, Inc. All rights reserved.