A Playbook for

Operational Excellence
Driving Operational Excellence
at Automotive Captives – Issue 2

1
Content

01 Preface Page 3

02 Approach: How you do it Page 6

Set-up phase: Setting the scene Page 10

Ideation phase: Where to get started Page 14

Implementation: Bringing initiatives to life Page 19

Closing the project: Drawing the conclusion Page 24

03 Outlook Page 26

04
03 Contacts Page 28
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Preface
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01 | Preface

“Liquidity is key” – A statement you often hear Operational Excellence (OPEX) programs
01
from today’s business leaders. Indeed, liquidity are on the rise
can help companies overcome an economic crisis OPEX programs not only optimize the cost
or provide a scope of action in times of great structure, but also increase the quality of 02
uncertainty. processes and services. This in turn increases
efficiency and customer satisfaction.
Put simply, liquidity is driven by: 03
Deloitte’s experts in Auto Finance (also known
• Overall sales and revenue (top-line)
as Automotive Captives) have picked up on
• Internal cost structures (bottom-line) 04
this finding and condensed their extensive
Top-line liquidity depends on various external project experience into a series of publications
factors such as customer behavior or socio- on OPEX. The goal is to give business leaders
ecological developments, and since they are and practitioners the guidance and hands-on
not fully under our control, we find them more experience they need to successfully set up and
difficult to influence. Bottom-line liquidity, by perform an OPEX program, preparing them for
contrast, is mainly driven by internal structures future challenges.
and therefore offers potential for optimization.

Although companies try to tackle the bottom

line in different ways, a closer look makes it
obvious that:

4
01 | Preface

This is a trend predestined for OPEX

Call-Out – Need for Action 01
OPEX increases efficiency and thus frees up
The previous PoV (Point of View)
capital, which can jump-start a business model
“Operational Excellence as a No-Regret Move”
highlighted the fact that the Captives’ long
transformation, provide funds for innovative 02
market offerings or strengthen the market
track record of success is being challenged
position against emerging players.
due to a number of disruptive forces in 03
the industry over the last few years. These There are evidently some Captives that have
now recognizable dynamics are expected already heard the call to action and implemented
to accelerate in the short run and compel extensive OPEX programs. One of the most 04
organizations to become more flexible. prominent examples is Volkswagen Financial
Services (VWFS). This VW subsidiary has set itself
the ambitious goal to cut costs by EUR 1.3 bn by
2025.1 Moreover, Daimler Mobility announced
plans to increase Daimler’s Return on Equity (RoE)
from 12 percent in 2020 to 14 percent in 2022.2
What these two examples have in common is
using OPEX methods and levers to optimize
processes and increase efficiency, enabling them
to leverage the overall profitability and win the
future.

 Handelsblatt, "VW-Finanztochter verdient trotz des schwachen Automarktes mehr", December 05, 2019, https://www.handelsblatt.com/unternehmen/leasing/volkswagen-
1

financial-services-vw-finanztochter-verdient-trotz-des-schwachen-automarktes-mehr/25302494.html.

 Bloomberg, "Daimler Pledges That Cost Cuts Today Will Fund the Cars of Tomorrow", January 08, 2020, https://www.bloomberg.com/news/articles/2020-01-07/daimler-ceo-
2

promises-cost-cuts-today-will-fund-cars-of-tomorrow. 5
02

Approach: How you do it

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02 | Approach: How you do it

Before actually starting the improvements, we Fig. 1 – Different approaches for development of improvements
01
strongly recommend investing some time in
Central Full-time effort High impact
defining a structure that fits your company’s Centrally Dedicated team necessary, Big bang: High impact in a
individual circumstances. The approaches range managed for some a full-time job short time period 02
from a continuous improvement process (CIP)
to a dedicated OPEX program, with various
alternatives in between, as shown in Figure 1.
03

CIP, as a decentralized, bottom-up approach,

can be implemented alongside day-to-day 04
operations with incremental yet continuous
improvements at the process level. Although
this approach is effective, it tends to take time
and only rarely results in major changes or large
savings. Companies interested in achieving an
“in between” solution can launch a centralized
program of select structural improvements
alongside CIP to increase the impact. A full-
fledged OPEX program, by contrast, usually
Decentral Accompanying Incremental impact
results in a massive change of mindset within a
Spread responsibilities Improvements alongside Incremental success over
relatively short period of time. across departments day-to-day operations longer time period

Option 1: Continuous improvement process Option 2: OPEX program

7
02 | Approach: How you do it

This more centralized approach helps introduce Fig. 2 – Schematic structure and key success factors of an OPEX program
01
structural and organizational improvements with
Main phases of OPEX program Key success factors
high impacts that complement any bottom-up
changes. Companies taking this approach will 02
• Secure buy-in from senior management
need to nominate dedicated teams to work full 1.
• Set clear goals and targets
time for the program. Set-up phase
• Establish program structure
Setting the scene 03
As shown in the previous PoV “Operational • Develop supporting processes, tools & templates

Constant Change Management & Governance

Excellence as a No-Regret Move”, the Captives’
current situation calls for rather quick results. We 04
will therefore focus on providing further insight 2. • Utilize optimization levers
into the OPEX program, offering a tried-and- Ideation phase • Develop a portfolio with a mix of initiatives
tested approach for introducing OPEX initiatives Where to get started • Specify savings ramp-up

in four main phases, as depicted in Figure 2.

Pivoting
• Focus targets on implementation
3. • Actively steer the portfolio
Implementation • Track the portfolio
Bringing initiatives to life • Utilize experience & close the target gap
• Communicate the change

4. • Define a clear end for the program

Closing the project • Ensure incentives for target achievement
Drawing the conclusion • Transfer outstanding tasks to operational business

8
02 | Approach: How you do it

Companies need a change management and Key elements of a compelling OPEX story • Incorporate cost-awareness in the
01
governance backbone to support these phases. corporate DNA – transform the way a
• Strongly outline the “Why” – this is
Since optimization initiatives often challenge the company thinks about costs, moving towards
especially important for Captives, where
established way of working, they affect employees employees may find cost-saving initiative continuous responsibility for cost efficiency 02
directly. This may cause resentment and require a across all hierarchy levels.
counter-intuitive after such a sustained period
lot of communication as well as collaboration with of good financial performance. • Communicate success stories – show the 03
employee representatives. At the same time, it is organization positive examples to not only
• Foster no-boundaries thinking –
crucial to encourage active participation among encourage participation, but also help create
employees and especially management must
employees in an effort to identify and ultimately 04
positive attitudes towards the program.
be allowed to challenge the status-quo and
implement the right optimization measures.
harness radical ideas. As change management is part of every phase
Providing a comprehensive OPEX narrative makes
of the program (see Figure 2), it is vital for
this trade-off more appealing. • Encourage a positive feedback culture –
companies to achieve the ideal composition
create an environment where it is possible to
of these key elements. The “Why” is obviously
bring up ideas, even if they do not appeal to
of great importance during the Set-up phase,
everybody, because they are vital for future
whereas ongoing communication of success
success. Ensure that employees receive
stories is the way to go moving forward. The
support in long-lasting conflict.
characteristics of governance vary over the
duration of the program, and we will highlight
their relevance separately in the explanation of
the phases below.

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02 | Approach: How you do it – Set-up phase: Setting the scene

01

02

Set-up phase:
Setting the scene
03

04
The more elaborate the design of your
OPEX program is prior to implementation,
the greater the efficiency along the way.
Three dimensions – People & Organization,
Tools & Templates, and Processes – help to
structure the Set-up phase.

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02 | Approach: How you do it – Set-up phase: Setting the scene

01

People & Organization 02

• Secure buy-in from senior management as a prerequisite for a • Installing roles and responsibilities like a program lead for each function
successful program and a project management office (PMO) to coordinate all activities 03
• Clear and uniform communication from management including scope • Establish a monitoring and governance officer to act as a gate-keeper for
and aspired goals initiatives 04
• Break-down of overall goals into specific business unit goals –­­ • Assess the underlying business cases of each initiative’s overall target
anchored in individual target agreements – to create responsibility and tracking through monitoring and governance
accountability • Collect realized savings – after a predefined test phase (e.g., three
• Planned overachieving of approx. 150 percent of the aspired saving months) – as part of the monitoring role
target to mitigate the risk of low performance in the future

• Employees with seniority and track record within the organization

accompany crucial program positions to withstand headwinds

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02 | Approach: How you do it – Set-up phase: Setting the scene

01

Processes Tool & Templates 02

• The processes serve primarily as a guiding framework for the • Overall goal: creating transparency for a huge amount of data, increasing
organization to ensure quality, efficiency and compliance efficiency and ensuring compliance in the program activities 03
• Initiative lifecycle concept: guidance on how an initiative is processed • Initiative profile: quickly understand and assess all elements of an
from an early stage idea to final implementation initiative by including qualitative criteria such as purpose and impact of 04
the idea as well as quantitative elements, e.g., reduced process time or
• Degree of implementation (DOI) models: clear criteria that have to be
cost structures
met to reach the next higher stage of the lifecycle
• Automatically aggregate all information of the mentioned initiative
• Approval of the initiative profile when moving to the next higher DOI by
profiles via software or tool to reconcile the developed initiatives against
decision boards – mainly by the controlling and governance function
the program goals
• Assessment of the efficiency ratio by budgeting boards in order to
• Data-management tool (e.g., Microsoft Share-Point) to store all initiative
monitor the overall portfolio
profiles to ensure they are accessible for all relevant stakeholders and
• Also responsibility for continuously assessing the initiatives for validity of act as a single source of truth
planned budget (over-budgeting vs. shortfall)
• Criteria for tool & templates: easy to use, integrative, mandatory and
• Collection of data from the different initiatives in a standardized way known to the whole company in order to reduce overhead as well as
which is simple and used throughout the organization for reporting headwind and reach a high level of standardization in the program
purposes

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02 | Approach: How you do it – Set-up phase: Setting the scene

Example of an OPEX planning dashboard Fig. 4 – Savings ramp-up of a typical OPEX program
01
Aggregating the information in an overall
Target achievement in %
planning dashboard is crucial for an OPEX
program. The resulting transparency helps 150% 02
to plan the overachievement and identify
shortcomings in advance. The following
graphic is an extract of a typical dashboard
03
Monitoring
created during the Set-up phase. It shows
100%
the savings ramp-up including the planned 04

Target Agreement
overachievement based on DOIs as well as
Duration
some general program information. The 1–2 years
period
estimate is a 1 to 2-year duration for the Identification
core program, though certain initiatives may 50%
Target backed 3–6 months: 100%
take longer and will ultimately be completed with measures 9–12 months: 150%
by the line functions.
Implementation
Target ~ 70% after 1 years
achievement 100% after 2 years
0%
HY 1 HY 2 HY 1 HY 2
Year 1 Year 1 Year 2 Year 2

Planned savings Realized savings

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02 | Approach: How you do it – Ideation phase: Where to get started

01

02

Ideation phase:
Where to get started
03

04
The main goal of the Ideation phase is
to back the defined program targets
with initiatives, resulting in a portfolio of
program initiatives. Here, we focus on
identifying suitable and impactful initiatives
without ever losing sight of the bigger
picture. The key is to balance the portfolio
and create an optimal savings ramp-up.

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02 | Approach: How you do it – Ideation phase: Where to get started

Firstly, take a look at the initiative portfolio. Fig. 5 – OPEX program initiative portfolio
01
There are several criteria defining the mix
Structural Central Top-down Long-term
In Figure 5, four dimensions of criteria … High impact but Broad scope Synchronized High savings

• Structural vs. Tactical

more complex but high effort approach but but slow 02
to implement in steering alienating employees ramp-up
• Central vs. Decentral

• Top-down vs. Bottom-up

03
Lighthouse
• Long-term vs. Short-term
04
… are used to illustrate the implications of the Majority
initiative mix in an exemplary initiative portfolio.
Quick Win

Tactical Decentral Bottom-up Short-term

Incremental impact Lean and agile but High involvement of Quick wins with
but easier only limited scope employees but risk potentially lower
to implement of redundancies impact

Amount of Initiatives Low Middle High

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02 | Approach: How you do it – Ideation phase: Where to get started

For an optimal balance, the program initiative time to prepare and to show first results, but that will accelerate your initial ramp-up. If, on
01
portfolio should consist of a few “Lighthouse” could potentially create substantial savings the other hand, you put a strong emphasis on
initiatives with a high impact. They may take long in the end. This may make it more difficult decentralized bottom-up ideas, the initiatives
to implement, but the savings are substantial, to secure management buy-in and support, tend to lose efficiency by not leveraging 02
continuous and grow exponentially over the years as they must commit to a significant upfront synergies or pursuing strategic initiatives.
of implementation – especially if implemented investment that will not be refinanced by quick Steering a portfolio with so many incremental
in an agile way. You can add various “Quick Win” wins. A strong focus on top-down, centralized initiatives is very complex, requires a lot of effort
03
initiatives to the mix to generate traction at the initiatives might create resentment among and may end up obscuring the big picture.
beginning and serve as initial success stories. employees who feel the initiatives have been Portfolios with an imbalance toward “Quick Win” 04
Employees are encouraged to contribute, while imposed upon them. By strongly focusing on initiatives risk not achieving the defined program
structural initiatives are managed top-down to top-down initiatives, companies may end up goals because they may run out of steam
leverage synergies. In terms of distribution within neglecting the knowledge already available in towards the end and face massive steering
the portfolio, the majority are medium-sized and the organization. Portfolios with an imbalance effort as well as efficiency losses in the process.
medium-term initiatives located “in between” to toward “Lighthouse” initiatives risk not achieving
complement and meet the defined program goals. the defined program goals due to a high amount
of uncertainty and a lack of agility.
Where there is an imbalance towards
“Lighthouse” initiatives, companies risk On the one hand, putting a strong focus on just
producing a “hockey stick effect”, where incremental, decentralized initiatives allows the
the ramp-up is slow in the beginning but entire organization to get involved in developing
grows exponentially towards the end of the ideas – with the attendant positive effect.
program. This effect is caused by structural You can introduce a lot of different, mostly
long-term initiatives that need a bit more incremental but easily implementable initiatives

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02 | Approach: How you do it – Ideation phase: Where to get started

Secondly, how to identify suitable and Fig. 6 – OPEX Playbook

01
impactful initiatives
OPEX Levers – Overview
To identify initiatives, companies have to Savings potential in percentage terms
think in four main action clusters: Elimination, 02
Improvement, Sourcing and Automation. Figure
6 outlines our aggregated project experience
structured by the action clusters that make up
03
the OPEX Playbook. It aims to give practitioners
guidance during the Ideation phase and help
1 Elimination 2 Improvement 3 Sourcing 4 Automation 04
them curate the optimal portfolio of program
initiatives. We look forward to addressing the 15–20% 5–10%
5–10% 5–10%
Playbook in an upcoming issue of our Deloitte Reduction in product
Process optimization Sourcing/managed service
Process automation in
portfolio complexity existing systems
series on how OPEX can support Captives today
and in the future with a deep dive into the levers 10–15% 10–15%
5–10% 15–20%
depicted below. Elimination of non-value
Workload management Digital self-services
Robotics process
add services automation (RPA)
The following overview highlights potential
measures and their impact on savings (in %)3: 10–15% 10–15%
Organization Optical character
restructuring recognition (OCR)

15–20%
15–20%
Replacing legacy
Artificial intelligence (AI)
applications

 The potential savings shown here strongly depend on the actual maturity level of
3

the organization (process, systems, org. structure, etc.). Potentials are not to be
understood as cumulative. 17
02 | Approach: How you do it – Ideation phase: Where to get started

“Maximizing the impact of an OPEX program across the whole 01

organization requires an effective orchestration of all levers.
Decision makers need to define a balanced portfolio of tactical 02

and structural measures, tailored to the specific starting situation.”

03
Sebastian Pfeifle
Global Automotive Finance Lead at Deloitte

04
Efficiency levers have to be applied in the right
Call-Out – Road shows
order to avoid touching processes, systems and
For levers with very specific and concentrated
organization twice. The following two statements
knowledge within the organization (e.g., AI
serve as a guideline:
and RPA) our project experience has shown
• Do not source what you could eliminate. that road shows led by subject-area experts
• Do not automate what you have not first are a good way to spread know-how and
improved. accelerate idea creation within the respective
levers as well as across organizational silos.

Road shows typically consist of short

presentations conducted across business
units or regions over a defined timespan.

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02 | Approach: How you do it – Implementation: Bringing initiatives to life

01

02

Implementation:
Bringing initiatives to life
03

04
Once the number of identified ideas has
increased, the project focus shifts towards
implementation. To support this, companies need
to make the implementation of these measures
part of the targets of individual business units.

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02 | Approach: How you do it – Implementation: Bringing initiatives to life

Completed implementations, for example, can You can overcome these obstacles by considering Taking an active approach to steering will balance
01
be included as follows: after 9 months, the the following steps: the implementation portfolio and increase the
business unit should have introduced measures success rate of the OPEX program as a whole.
1. Provide a baseline for strict steering and
for 100 percent of the targets and have already tracking of all initiatives: clear descriptions, pre- 02
implemented measures for 20 percent of the Call-Out – Elimination of non-value
defined project milestones and milestones for
targets. adding services
(partial) savings are key. 03
This optimization lever within the OPEX
2. Prior to launching implementation, consider
Playbook especially focuses on quick wins.
Active steering is key for a balanced portfolio potential interdependencies and ensure that
With rather low upfront implementation 04
The focus of a balanced portfolio is to implement measures are sustainable. Projects both
costs, companies can generate savings of
quick wins and secure savings on a consistent within and outside the OPEX program can be
up to 10–15 percent. Based on the SIPOC
basis, while also promoting long-term initiatives. interdependent. It is important to consider the
(Suppliers, Input, Process, Output, Customer)
The latter task, in particular, runs the risk of impact on the baseline across all initiatives to
approach, the input from prior processes is
not achieving the projected savings, because ensure they are sustainable: implementation
analyzed based on quantity, quality or time,
assumptions made early on can change and of initiatives should not have a cannibalization
for example.
shorter initiatives tend to reduce the baseline of effect on savings.
the business case over the program’s duration. In For further insight into how a large global
3. Provide transparency based on proper KPI-
addition, organizations may encounter bottlenecks Auto Captive has generated savings of
based prioritization to overcome bottlenecks.
with regard to time, budget and capacity. approx. EUR 7m p.a. with this technique, read
One suitable KPI is the cost-efficiency ratio, i.e.,
the next PoV in our series.
overall costs divided by annual savings.

4. Ensure comparability between quick wins and

long-term initiatives, e.g., by adding a strategic
markup to the cost-efficiency ratio.
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02 | Approach: How you do it – Implementation: Bringing initiatives to life

Even a balanced portfolio needs to be • Within the governance function, centralized • Securing savings is essential and must be
01
tracked tracking units facilitate clear tracking of monitored by an entity within corporate
Some projects could encounter unforeseen implemented measures. These units help governance. We recommend defining clear
issues during the Implementation phase. To gather regular feedback from project leads responsibilities to support the process, e.g., 02
overcome these challenges, companies may have on their status and generate transparency on project leads report savings at predefined
to commit additional resources or budgets. They achieved milestones by reporting to program project intervals. After a trial period of,
could also experience delays in implementation management. say, three months, the collections officer
03
or find the targeted savings of a specific measure will withdraw the (partial) savings from the
• This close tracking of departments and
reduced or even eliminated. individual cost centers. 04
projects will help identify gaps or delays.
As these effects have a direct impact on profit Departments need to be tracked in terms of • If projects or departments are behind track,
and loss, it is vital to follow a proper tracking and ramping up savings and determining whether a dedicated support entity must introduce
mitigation plan. Centralized governance, proper the targets should be backed with measures proper mitigation to resolve the issues. Once
tool support and consistent cost-savings are key or if they have already been implemented. At the issue is fully transparent, they can identify
for the tracking process: the project level, you can track time, budget the problem and address it with targeted
and promised benefits, including savings countermeasures. The implementation of
and quality, based on the achievement of these measures will also need to be closely
predefined milestones. tracked, with additional mitigation to ensure
success if the issue is not resolved.

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02 | Approach: How you do it – Implementation: Bringing initiatives to life

Utilize experience & close the gap • Insights can be transferred right back to the Fig. 7 – Options to close the target gap
01
If potential savings are reduced or completely Ideation phase if you succeed in leveraging
eliminated, there may still be a gap to target. To the lessons learned on pitfalls and success Set-up phase
close a potential savings gap, it is important to factors. A regular knowledge exchange can Setting the scene 02
develop new ideas and measures. Two options include success stories as part of the OPEX
exist: either foster the know-how exchange or narrative, best practices, lessons learned
develop more radical ideas as shown in Figure 7. or knowledge leaders, generating synergies
03
across the levers and silos. Option 1: Know-how exchange
• Expand OPEX story
• Alternatively, you can take a less conventional 04
• Use best practices
approach. Where it is still impossible to close
• Foster lessons learned
the target gap, companies need to come up • Knowledge leaders
with new approaches or more radical ideas, Pivoting
for example based on the OPEX Playbook and
its levers. This requires us to think outside the Option 2: Generate radical ideas
box, leave our comfort zone, challenge the • Utilize OPEX playbook and all its levers
status quo and secure top management buy- • Think outside the comfort zone
in to implement those ideas. • Radically challenge status quo
• Leadership buy-in

Closing the project

Drawing the conclusion

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02 | Approach: How you do it – Implementation: Bringing initiatives to life

Accompany the change through the allocation of tasks. Other key components of
01
communication the OPEX story are regular updates on success
The longer the program is in process, the more stories and job transformations, for example, as
uncertainty will increase among employees, introduced in the Set-up phase: 02
especially where their direct working environment • The “Lighthouse” initiatives may be useful
is affected. Concerns regarding job security may as success stories. Once they have been 03
frighten the employees and lead them to reject implemented successfully, the storyline can
the program. The overall employee retention rate foster a positive image.
could go down if circumstances do not improve. 04
• Job transformations can also be introduced
It is therefore essential to adopt a change as part of the success stories. The storyline
management and communication strategy across
could include a job fair hosted to introduce
all levels. Establishing a dedicated transformation employees to new opportunities and
office can help focus the communication on development paths as well as an employee
overcoming uncertainty and providing security, transformation that has already been
highlighting new prospects for affected successfully completed. By including the
employees and fostering a positive picture overall. statements of a motivated and enabled
They need to make the reasoning behind the employee, you have a good example
program foremost in employees’ minds. From the of a newly created path to employee
employee perspective, the most important thing advancement.
is to remind them of the main reasons for the
OPEX program, for example overall job security,
elimination of monotonous work and equity in

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02 | Approach: How you do it – Closing the project: Drawing the conclusion

01

02

Closing the project:

Drawing the conclusion
03

04
When the program is narrowing down towards
the scheduled completion date, it’s time to
draw a final conclusion on the achievements,
even if some tasks are still outstanding.

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02 | Approach: How you do it – Closing the project: Drawing the conclusion

Several departments will reach their targets, implementing close tracking and taking mitigating line organization or the process management
01
a few may even overperform, while others action, some projects may even have to be structure will manage the tracking process
will not generate the projected savings. In the terminated. A wide range of options should be centrally and their monitors will take over tracking
end, the overall result is what counts, so you considered for underperforming departments: whether the outstanding savings are achieved. 02
can consistently implement incentives for all from cancelling financial incentives to dedicated Thanks to the consistent communication
of those cases, as agreed during the Set-up support and enablement after the program ends strategy and the organizational impact of the 03
phase. All outstanding tasks will ultimately need or even exchange of leadership. However, this OPEX program over the previous few years, the
to be transferred into operational business, for very sensitive topic needs to be handled carefully. organization in question is likely to have changed
example continuous improvement process, in 04
its mindset to a more efficiency-oriented one
order to ensure that they are completed. and paved the path towards a more efficient
Transfer outstanding tasks to operational
organization. To stay “ready for the future”,
business and benefit from the change of
the operational business units will still have to
Ensuring that targets are achieved mindset
implement and consistently foster continuous
On the one hand, organizations need to consider On the scheduled completion date of the
improvements as part of the CIP process. The set
what rewards to hand out for the departments or project, not all targets will have been achieved.
focus on customer and dealer demand for fast
projects that have achieved or overachieved their Governance activities such as the project
and convenient processing will be the baseline
targets. If this is not handled appropriately, teams management office or project monitoring, which
for the future, helping the organization to gain an
could question the merit of overachieving in have already been gradually drawing down, will
understanding for the importance of operational
particular and put the overall target achievement now be stopped and transferred. Operational
excellence.
at risk. Management must also, however, business units will take over tracking and
consider what actions to take with regard to implementation of any measures that have not
underperforming projects or departments. yet been completed as part of the continuous
Where expected targets are not met, despite improvement process. From this point, either the

25
03

Outlook
01

02

03

04

26
03 | Outlook

We have shown the need for operational Fig. 8 – OPEX Playbook as guiding structure for Deloitte OPEX series
01
excellence and outlined a typical approach. In
OPEX Levers – Overview
the upcoming publications of our Deloitte OPEX
series, we will provide further insight into the 02
optimization levers. These deep dives will provide
hands-on guidance for practitioners with typical
approaches, best practices and answers to some
03
of the most relevant questions.

The upcoming issue 3 of our series “Driving 1 Elimination 2 Improvement 3 Sourcing 4 Automation 04
Operational Excellence at Automotive Captives” will
cover digital self-services as one of the introduced Reduction in product Process automation in
Process optimization Sourcing/managed service
OPEX levers. Captives can significantly reduce portfolio complexity existing systems

their back office workload by enabling customers

to self-handle inquiries digitally. Therefore, we will
Elimination of non-value Robotics process
Workload management Digital self-services
provide Captives a structured approach for the add services automation (RPA)

implementation of digital self-services.

Stay tuned to find out how shifting service Organization Optical character
activities and automating back-end processes restructuring recognition (OCR)

help to reduce manual workload for the customer

service. Replacing legacy
Artificial intelligence (AI)
For further information on our PoV series, please visit applications
www.deloitte.com/de/automotive-captives-opex

27
04 | Contacts

01

02

Sebastian Pfeifle Ingo Schmuckall

03
Partner Senior Manager
Global Automotive Finance Lead Automotive Finance 04
Tel: +49 (0)151 58070435 Tel: +49 (0)151 58073260
[email protected] [email protected]

Marian Kugel Christopher Hemberger

Manager Senior Consultant
Automotive Finance Automotive Finance
Tel: +49 (0)151 58070815 Tel: +49 (0)151 18293917
[email protected] [email protected]

28
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Deloitte provides audit, risk advisory, tax, financial advisory and consulting services to public and private clients spanning multiple
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