Ki Emea & apac. Transformation hub meeting

1.

KI EMEA & APAC
Transformation HUB meeting
Q2 2022

2.

For us to have an engaging meeting…
Use a laptop
Turn on the camera
Connect to Wi-Fi
and not a tablet or a phone
it’s more engaging to see
each other
proper connection to avoid
lag and sound issues
Use Chrome
Sit alone
to connect to Teams
works best if everyone are
on the same terms

3.

Objective of today
Update on key KI transformation projects’ & spot risks
Align on the transformation priorities
Agree on collaboration approach on key transformation projects going forward
3

4.

Why Tranformation
MISSION
Promote One KI corporate spirit
Coherence on Business Operating Model across KI
Common KI language about transformation across the organization
Common cross-KI change management approach
Optimize resources utilization on projects
Coordinate Global Transformation project portfolio implementation
Manage transformation projects’ related risks
Identify E2E business process improvements
Alignment on business process strategy across KI
Prioritize and select business process improvement opportunites
MANDATE
Validate transformation project ideas
Validate transformation project approach,
resources and planning across KI
Steer transformation projects’ execution

5.

Our agenda today
1
Welcome & objectives
2
Regional update
3
Transformation project review
4
Process & data management
5
COMEX & OTI2.0
6
Smart automation

6.

Functional & Regional
updates

7.

Regional update
Regional PMO
1. Regional update
2. Regional strategic vision
3. Challenge/Risks and priorities
4. Expectation from Central functions
Central function:
1. Functional Transformation Project highlights
2. Roadmap (Incl. Regional view – Resource budget LINK)
3. Challenge/Risk et key priorities
4. Expectation from PMO’s
Both central function and Regional PMO
Come with at least 1 opportunity idea of synergy that could help us be more efficiency and reinforce collaboration
7
Department | Project | Author | Date

8.

Regional update
Key challenges & expectations
KIEE: (Risk on resources to support projects especially in the country)
COMEX ready & completed the baselining activities together with FI.
Potential driven sales
OneCRM/OTI/LT
Approach all topic together – and interlink it with CapEx & Industr perf.
Expectations:
Project pack without proper change management approach & resources
More communication & interaction with IT & Central => Example on WMS, not integrated into CapEx radar (Check with
Anastasia E) => Review project/IT Demand process flow
K
8
Department | Project | Author | Date

9.

Regional update
Key challenges & expectations
KINE:
Busy on key projects
Operational challenges (price increase, alloc.,…) – Impact resource availability on projects
Project prioritization
KICE:
Idem KIEE & KINE
Attention to properly close projects & anchor it into the culture, though currently more and more is coming.
Attention to the “Time to change”
9
Department | Project | Author | Date

10.

Regional update
2022/2023 projects
…
10
Department | Project | Author | Date

11.

Transformation intensity (% of total h) per main function

12.

Regional functions involved into transformation projects

13.

Regional functions involved into transformation projects

14.

Total Transformation effort (h) per projects
Project Name
New CMS (new website)
OTI
EPIM
IBP - Allocation Control Order Promiser
ComEx
IBP - Supply Planning - ESP Implementation
OneCRM roll-out
Adobe Analytics business use
Adobe Analytics Toll implementation
HubSpot Performance Marketing Implementation
Total
9360
4704
3096
2600
2281
1928
1744
1536
1536
1176
OneCRM adoption and further development roll-outs
DCI-Knauf Unlimited
FABW - Circular Economy - Waste Service
1056
1008
768
OneCRMadoption and further development roll-outs
Transport Optmization (ORTEC Roll out)
KI 2MARKET 2.0 or PLM
720
720
660
PEOPLE MWB - Employer Branding / Career site roll out
PEOPLE MWB - Talent and Development
HubSpot Launch
EPM
HubSpot Migration
DAM
MDG
Global Brand Strategy Innitiative
Smart automation
Grand Total
504
504
504
476
468
444
444
432
84
43985
Regional input & feedback

15.

Total Transformation effort (h) per projects
Project Name
Global Brand Strategy Innitiative
CPQ
FABW - better buildings
FABW - create regional governance
FABW - create regional Carbon roadmap
Leadership competency framework & assessment
OneCRM lead market for further developments
Change management
MRP - Follow up Training & new Feature
IBP - Demand Planning - Process Roll out
KI Manufacturing Data
Purpose
HR analytics
HR accountability & roles
Knauf Group Branding Strategy
R2R program
OTI2.0 Pricing (CPQ integration)
P4K
Central Coordinator for HubSpot, SEO & Performance
marketing
FABW - regional support data collection
Central Coordination of Adobe Analytics Usage
HR Business Partnering Development
Planner Suite (for Knauf BIM plug-in)
BPM
OTI2.0 Order entry automation
Smart automation
Grand Total
Total
432
432
384
384
384
384
352
312
240
210
200
192
192
192
192
168
168
150
144
96
96
96
96
84
84
84
43985
Regional input & feedback

16.

Performing better together

17.

…requiring a business process approach for better cross functional
collaboration and resource synergies to deliver higher results
Strategy planning
Control & Improve
Risk
Managing
pillars
Develop Vision &
strategy
M&A
Budget
BI, invest. and
resources allocation
Risk
Management &
compliance
Business process
Transformation
Continuous
Improvement
Change management
Objectives
Develop, Manage &
Deliver analytics and
benchmark
Improvement
Data
Idea-toMarket
End-to-end
Business
process
Market-toorder
Plan-to-Make
Order-toCash
Stakeholders feedback
Stakeholders requirement/needs
Procure-to-Pay
Plan-to-Control
Record-to-Report
Hire-to-Retire
Build-to-dispose
Being
addressed
Group IT & GPO’s
People & development
HSEEQ
Transversal
pillars
Sustainability
Data management
The operating model is the base of our ISO structure and cross-functional cooperation
Core process
Managing concept
Enabling process
Supporting process
Group responsability

18.

End-to-end Business concept – BPMN2.0 deployment coming soon
How We Know It’s End-to-End
• End-to-end processes, value chains, and cross-functional
processes are all common names that organizations use
for the same concept—connecting process steps across
functional boundaries that are focused on the same end
goal. Regardless of the term you use, end-to-end
processes have four key traits:
• Use and outside-in perspective
• Encompass an entire value chain
• Focus on customer value
• Categorize processes based on their value to the
organization
Benefits of End-to-End Processes
• Breaks Silos
• Customer Focus
• Holistic Management
• Support Digital Work
Order-to-Cash example

19.

We have designed an approach to improve interaction, focus and
ensure sustainable improvements are implemented more efficiently
Definitions: ItM = Idea-to-market, MtO Market to Order, PtM = Plan-to-Make, OtC = Order-to-Cash, PtC = Plan-to-Make, PtP = Procure-to-Pay, RtR = Record to Report, HtR = Hire-to-Retire

20.

Clarification on roles & responsibilities between BPO and PMO
Business Process Owners (BPO): Leveraging Process Owner expertise & standards across the organization
• Introducing business process standards, policies and process documentations
• deploying process governance models
• introducing standard process measurements of performance (KPIs) − identifying and quantifying process improvement
opportunities
• support the local organizations towards the to-be processes through improvement initiatives
• Providing trouble-shooting support to Regions
Regional PMOs: Governance of the strategic projects’ implementation, adoption and CI deployment
• Ensure alignment and coordination between global and regional / local strategies and priorities
• Support with the selection of priority projects based on impact vs effort (working on the right things)
• Manage regional project portfolio through implementation and ensure the allocation of resources (doing the things right)
• Ensure projects deliver the impact (realized benefits)
• Drive local organization’s development towards superior maturity levels (e.g. ComEx, CI and process management, PM
maturity)
• Encourage and promote Global E2E process model and local deployment of continuous improvement within the local
offices
• Work on increasing stakeholder satisfaction for delivered services
20
Definitions: ItM = Idea-to-market, MtO Market to Order, PtM = Plan-to-Make, OtC = Order-to-Cash, PtC = Plan-to-Make, PtP = Procure-to-Pay, RtR = Record to Report, HtR = Hire-to-Retire

21.

Clarifying the governance and ownership of each area within our business
process is a key for success
1.
2.
3.
How could we reinforce ownership and drive governance, business process standards, KPI’s within the key areas?
What are the barriers to enable successfully process ownership?
What are the key expectations from process owners?
Business Process
Process owner
Systems
Key area
Functional Lead
Board member
MDM
Stephan B.
Adbel. E.
SAP, MDG
KI2MARKET
MDM
Innovation
Roland W.
Marc D. R.
Christine B.
Dominique B.
Jure S.
Agnieszka S.
Magdalena P.
Dragan M.
Tihana S.
Tibaud S.
Ondrej O.
Severine S.
Anastasia E.
Julien M.
Katrien W.
Anne-Julie D.
Damien C.
TBD
Marcus M.
e-PIM
OneCRM
BIM
Jaggear
Transporteon
Blue Yonder
Blue Yonder
SAP, BW
SAP, FIS
Talensoft/HRDB
KINEO
Customer interface
CRM
Product modelling
Procurement
Operations
Planning
Supply
Controlling
Finance
HR operations
L&D
Mobility
Recruitment
Engineering
Manufacturing
Tanja S.
Dominique B..
ItM
MtO
PtP
OtC
PtM
PtC
RtR
HtR
BtD
New soft
CapEx
OSIPI
Milos Lj.
Louis G.
Jean-Paul D.
Roland W.
Christine B.
Sian H.
Sian H.
Leon B.
Cyrille L.
Definitions: ItM = Idea-to-market, MtO Market to Order, PtM = Plan-to-Make, OtC = Order-to-Cash, PtC = Plan-to-Control, PtP = Procure-to-Pay, RtR = Record to Report, HtR = Hire-to-Retire
David D.

22.

Introducing DMC
to
Knauf
Insulation
DMC | Yaniv Naor Nahoum | 19.5.2022

23.

Agenda
DMC Introduction & Roadmap
3
Value proposition
7
Collibra
8
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022

24.

The Data Management Capability (DMC) is the global center of excellence for data
management located within the DaaS department and is created to standardize and support
all data initiatives in turning Knauf into a Data Driven organization
Vision
We empower Knauf to steer
data in the most efficient
and transparent way
Data Management Capability Vision, 24.11.2021
24
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022

25.

Internal Department Structure
Each Process Manager Data specializes in focus domains in close collaboration with business
counterparts
Data Management Capability
GPO Data Management
Project Manager
Focus domains:
Jan Scherpinski
[email protected]
Metadata / Collibra
Process Manager Data
Markus Taesch
[email protected]
Metadata / Collibra
Process Manager Data
Stefanie Clamor
[email protected]
Order Data
Account Data
Process Manager Data
Marie Hrabetova
[email protected]
Material Data
Product Data
Process Manager Data
Vlad Radu
[email protected]
Product Data
Material Data
Process Manager Data
Huy Dang
[email protected]
Account Data
Hafsa Kardoud
Pricing Data
Process Manager Data
Process Manager Data
25
Yaniv Naor-Nahoum
[email protected]
TBD
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022
Plants and Engineering
E-2-E Processes

26.

Challenges
DMC Roadmap
Within the field of Data: Data Management, Data Governance and Data Quality Knauf seeks to
improve and harmonize its vision, ownership, standards and processes
• Unaligned processes
• No research tool for business
processes
1
Understand business
processes
Achievement
• Clarify process ownership
• Internal process
documentation for Collibra’s
purpose (not BPMN)
26
• Have block diagram signed off
by Business and IT
• Different opinions on definitions
and ownership of terms
• No research tool for terms and
ownership
2
Establish Business
Glossary
• Alignment on business
definition and terminology
• Upload Glossary to Collibra
• Resolve ambiguity of terms
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022
• Non-uniform field usage
3
Create Data
Dictionary
• Non-uniform usage of attributes
• Non-uniform data model
structure
4
Document Enterprise
Data Model
• Create awareness for DQ issues
5
Measure Data Quality
• Clarify data ownership
• Integrate assets in Collibra
• Create Data Lineage
(Source to Target)
• Identify Data Entities &
Attributes
• Identify Entity relations incl.
cardinality
• Add model to Collibra
• Define & Implement DQ
measures
• Monitor the DQ over time
• Resolve different usages of
fields and columns across group
(UI naming alignment)
• Identify attributes that violate 3rd
NF
• Resolve ambiguity of models
• Have model signed off by EDA
• DQ score
• Data Profiling Understanding

27.

Shared Responsibility
Data Management is a continuous program that requires joint collaboration
Data Management is a core capability which affects the
whole organization and is a collaborative improvement
process.
Operations
Business
Good Data Management starts with the Business. It raises
the demand, sets domain standards, contributes domain
knowledge and benefits from high quality data in return.
The Data Management Capability (DMC) is the global
center of excellence for data management and is created to
standardize and support all data initiatives in turning Knauf
into a Data Driven organization.
Security &
Compliance
Data Management
Capability
Enterprise Data
Architect
Funneling these needs into a future-proof structure, the
Enterprise Data Architect creates the logical data model
and physical system integrations in alignment with DMC’s
guidelines.
Security refers to the protection of our data so that it is not
being misused or breached. Compliance refers to legal
standards.
Operations has the core competency of enabling all data
efforts with running system support and maintenance.
27
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022

28.

Value Proposition
Knauf will transform towards a Data Driven Organization to unlock the inherent business
value of growing data volumes
Performance
Improvements
28
Data Architecture & Analytics
Enablement
Legal & Regulatory
Requirements
Drive business activities, transparency, and
standards by providing available and reliable
data.
Foster design of data architecture and
homogenize Knauf’s data landscape by
governing enterprise data assets.
Meet internal regulatory requirements by
observing external statutory rules.
What we contribute
What we contribute
What we contribute
Data Quality Improvements: The ability to
improve business performance by making data
more reliable
Enhanced Data Discovery: Identify common data
across various business units and sources to
elevate data reuse
General Risk Management: Oversight of the risks
data poses to finances or reputation, incl. response
to legal and regulatory issues
Data Integrity: There is one single truth of data for
the organization
Metadata Management: Establishment of a
business glossary to define and locate data in the
organization
Golden Record Management: Combine
heterogeneously managed master data residing in
different sources and provide users and systems
with a unified view of them
Data Security: Protection of data assets through
controls for the availability, usability, integrity,
consistency, audibility and security of data in line
with Knauf’s cyber security
Efficiency in Development Projects: Solution,
platform, and integration improvements to address
issues and opportunities in data management
across the organization
Support Architectural Design: Facilitate building,
maintaining, and expanding the company’s data
architecture with centralized knowledge on data
assets
Privacy: Control of private, confidential, personal
identifying information (PII) through policy and
compliance monitoring in line with Knauf’s data
privacy officer
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022

29.

Collibra tool introduction
An intelligent approach to data, storage of data knowledge
Collibra functionality & usage:
Collibra NOT suitable tool for:
• Data understanding &
Cataloging
Data
Catalogue
• Linking the business terms to
physical representation of data
• Search for any data,
metadata, data source,
owners & stewards, related
policies
• Create a Data common
language across the
enterprise
• Automated workflows (inside
Collibra)
• Connection between business
and technology
Source: https://www.collibra.com/us/en/platform/data-intelligence-cloud
29
Knauf IT |DMC| Yaniv Naor – Nahoum | May 2022
Data
Governance
• Modelling business processes in
detail
• Administering master data
• Automating data governance
processes
Data Quality &
Observability
Data
Lineage
Data
Privacy
Core Services
& APIs
• Creating detailed custom
dashboards for Data Quality
• Developing tools to support
different business functions

30.

Thank you
for your attention

31.

COMEX & OTI2.0
How could we upgrade our Sales &
Customer service organization?
Strategy & Transformation | May 2021

32.

Transformation Projects mapped in our E2E Process
Market to Order
Purchase to Pay
Plan to Manufacture
Order to Cash
Order
Frontline
Idea to Market
Procurement Suite
Order
Fulfilment
Order to Invoice
Project (OTI)
Truck & Route
Optimization
Real Time
Visibility
Planning
Supply Planning
Demand Planning
Product Life
Cycle Mgt
-
Integrated Business Planning (IBP)
Order Promiser
-
Material Replenishment
Planning (MRP)
KI Manufacturing
Data
-

33.

Some strategic initiatives are addressed, other are being started…
B
A
OTI operating model,
process governance &
performance
management
framework
C
Customer service
function established
as an extension of
sales
Differentiated
standardized services
offerings established
Data governance
E
Create digital and
automized customer
journey
D
G
F
Competency
development of
individual employees
and teams
Decrease
complexity in
product portfolio
Group COMEX initiatives
Scoping the populations and L&D paths
Addressed
Not addressed
To be addressed
To be addressed

34.

Guiding
principles
Scope
Business objectives
Business Objective & Scope
34
Review the activity & baseline from leads to invoice to design the best Sales & Customer
service organizational structure & activities allocation
Provide a complete E2E BP mapping per activities from Leads mgmt. to Invoice generation
Design the best organizational setup from Lead mgmt. to Invoice creation (Sales & Customer
serv.)
Harmonize further processes & organization
Pilot with UK or DE dee-dive, consult other Regions & GROUP in order to propose the best fit
to deploy to KI ALL
Make sure the solution is people positive & scalable also for small organizations
Recycle what could be from Chrystal, COMEX
GROUP & Regional alignment

35.

How could we upgrade our Sales & customer service organizations considering backoffice/inside sales to make them future-proof and supporting service differentiation per
customer type?
July
26
27
August
28
29
30
31
32
September
33
34
35
36
Q4
Q1
37
Define
Scoping
Project team onboarding
Activity 1
Ongoing Transfo.
project requirements &
plan
Activity 2
Analyze
Analysing customer need:
requirements validation
Activity 3
Design Plan & Deploy
Activity based analysis
from lead-generation to
invoice sending
Guiding principl. for
design & End-to-end
process map
Outside-in best practices
Sales & Customer service
model
Activity 3
Design & deployment
Activity 4
GROUP alignment
Change Mgmt. & HR invol.
Activity X
Activity Y
Activity 5
Activity 6
Q2

36.

Project governance
Project Sponsor
KI Board member
Dominique B. Group CEO
KNAUF GROUP
Project Owners
Steering Committee
GROUP management
KI <NN>(N-1 board members) – 5% FTE
EXTERNAL
KI Board
Knauf COMEX mgmt.
Knauf digital mgmt.
Knauf SCM mgmt.
GPO’s
Jean-Paul D. SC
Dir
Valeriu P. SBU Dir
Tanja S. S&ME Dir
NAME
Project Management Team
ExCo
Regional MD’s
Sounding Board
KI 3 (N-2 employee) – 20% FTE
EXTERNAL
Regional management
Laurent W. PM
Konstantyn H. SC Lead
Tanja S. S&M Lead
NAME
Task Resource
Task Resource
KI <NN> (N-2 employee) – 20%-100% FTE
EXTERNAL
Tihana S. BPO OtC
Agnieszka S. BPO OneCRM
Jure S. BPO Digital
NAME
SC Dir
Commercial/sales Dir
Marketing Dir.
HR Dir
Regional PMO

37.

Regional feedback
Feedback
« MUST » consider

38.

RPA & Smart automation – Project overview

39.

1. Background – WHY?
Industry near-term outlook:
By 2024, 30% of all new factories and farms will be fully automated.
By 2023, machines and computers will be able to perform 25% more types of tasks independently, when compared to today
Administrative excess of workload:
OtI process experiences a lot of manual work significantly inflating the workload for our customer service agents
RtR heavy workload
Improve project execution:
e-PIM: An extremely high workload is required to feed e-PIM. Automation could considerably reduce the workload of both central and local
marketing
RA & PS: 30% of time of the team is spend in building data-base, chasing information – RPA could reduce this workload to the minimum and
enable a monitoring capability
Turning IT from bottleneck to enabler:
No interfacing: This new automation generation does not require to be interfaced with the other systems as it works for the people such as a
semi-autonomous car.
Bringing the bottom-line at the centre of this transformation by creating a Transformation HUB to design automations to be used by as many
people as possible, collecting process automation ideas, tracking benefits versus investments and upgrading continuously the “existing
capability”.
39 Source: Bloomberg, Gartner, APQC

40.

6. Roadmap
Phased approach
2022
2022
2021
2021
2021
Aug – Sept:
Increase awareness
and assess KI
appetite to crack-on
with smart
automation
40
Department | Project | Author | Date
Sept - Dec: Study
& Selection of the
best solution
Nov – March: IT
Whitelisting & IT
due-diligence and
process
April – July: Proof
of concept with 1-3
use-cases with a
third party as
implementation
partner
Sept onwards:
Deployment &
develop internal
expertise to support
the Business
process
transformation
journey

41.

3. Solution selection: Following an Everest Evaluation Matrix, UiPath has been
selected as Global automation solution
Current Offering
4,15
3,55
4,18
2,69
Bot development/core UI/desktop functions
Attended and unattended robot support
Management/insight and deployment efficiency
RPA Analytics
Scale Factors
Governance, SaaS and community
5,00
3,80
3,90
4,20
4,33
3,67
3,00
2,60
3,50
2,20
5,00
5,00
5,00
3,80
4,10
4,20
4,33
3,67
3,00
3,40
3,00
1,40
3,00
2,33
Strategy
4,60
4,20
5,00
2,20
Partnership, marketplace and community
Innovation/market/access to capital
Product roadmap and differentiation
5,00
5,00
3,00
5,00
3,00
3,00
5,00
5,00
5,00
1,00
3,00
3,00
Market Presence
5,00
5,00
5,00
1,67
Enterprise RPA customers
Enterprise customers
Product revenue
Source: EY intelligence & consulting study
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
5,00
3,00
1,00
1,00

42.

WHY
LEVERAGE OUR
STRONG
PERFORMANCE
42
INVEST IN OUR
FUTURE
COMPETITIVENESS
ENGAGE OUR
ORGANISATION
& INCREASE
MOTIVATION
IMPROVE OUR
PROCESS
EFFICIENCY &
PRODUCTIVITY

43.

Vision, Mission & Goal alignment
Project Scope
“Global, All divisions/business processes that could benefits from RPA & Smart automation
(according to use-case selection criteria’s to be defined along
the project and approved as part of the governance) ”
Vision
Support business sustainable profitability & growth with the most engaged employees of our
industry
Mission
Debottleneck business process capacity and engage people into added-value and meaningful
activities – Augment people capacity
Goals/Objectives
Automate repetitive & resource intensive activities to boost business process productivity by
deploying and governing Smart automation technologies
Customers
Our end-customer is the Business (People running business processes in our divisions)

44.

Starting Principles
1
2
3
4
5
Start fast
Start small
Start safe
Start supported
Start open
Capitalize on each-other
work and expertise, Do not
wait to test & learn, May
should be the kick-off
PoC - Scope being realistic
on resources availability,
feasibility and timing
No automatic interaction
with external partners that
would include business
commitment or may
negatively impact customer
satisfaction, no sensitive
process output from
automated steps in the PoC
Bring external expertise to
guide us to design the
optimum operating &
governance model for Knauf
and secure automation
configuration, tracking and
maintenance.
No pre-agreement of what
and how it will look like, final
setup (governance model)
should simply be the
best for Knauf and support
MV&G – to be co-designed
and submitted for approval
Partnership
Scalability
Customer first

45.

Project governance
Project management team will host:
a Sounding Board on July 1st to
present the first project conclusions
together with the RPA & Smart
automation strategy going forward
(draft)
A Steering committee will be
schedule end-September in order to
submit the deploy strategy
recommendation for final validation
Project Sponsors
Steering Committee
Hosted by Project Mgmt. team
Martin Sturmer
Patrick Wader
Dominique Bossan
Martin Böttcher
Stephan Zöller
Kristin Barthel
Sounding Board
Hosted by Project Mgmt. team
Project Management Team
Project management team
Martin Sturmer Governance sponsor
Kristin Barthel/Roland Wynants UC1
sponsor
Philip Bartholomäus UC2 sponsor
Katja Auer/Norbert Audeoud UC3
sponsor
Wolfgang Hemberger IT Lead
Katharina Sandner Governance Lead
Laurent Wolters Business Lead
Thomas Nagel GPO Lead
Smart automation PoC stream
Governance stream
Lead: Laurent Wolters
Lead: Wolfgang Hemberger/Katharina Sandner
Use-case 1: Finished Goods MD creation
Stephan Buchner (Lead)
Laurence Ernst (Central key user)
Katerina Koutna (Key-user)
Pascal Philp (GPO)
Lisa Ziegler (GPO)
Use-case 2: Incoming invoices
Thomas Nagel (Lead)
Lenka Noak (SSC)
Use-case 3: Sustainability - EPD creation
Eric Henneke (Lead & Key-user)
Roland Petit (Project coordination)
Procurement: Jeremy Letrut, Carsten Zulauf)​
EA: Katharina Sandner​
IT Operations: Mscigniew Bodora (Celonis) ​
Service Owner: Kajetan Czupryn/ Markus Adam
Internal Audit: Artie Gutschera, Bertram Kraft​
Compliance / Security:Anna Fuchs / MarcoGeiger
Group Accounting: Benjamin Stremme
GPO: Philipp Finzel
Martin Böttcher
Stephan Zöller
Valeriu Popovici
Roland Wynants
Philip Bartholomäus
Katja Auer/Norbert Audeoud
Relevant GPO’s
Relevant IT units Head
Relevant Business owner
Smart Automation | Knauf Group & RoboRana Group | Strictly confidential.
page 45.

46.

Use-cases description – YOU can already collect and log your use-cases
Knauf Insulation wants to prove UiPath as an automation orchestration tool with 3 cases having a high potential of process
efficiency improvement with a high success likelihood. Those use-cased are covering Master-Data, Order-to-Invoice and
Sustainability.
According to resources, feasibility and timing, Knauf accepts to down or up scale the use-case considering external expertise
recommendation.
Master-data:
1. Use-case 1: Finish-goods and accessories master data
- Creation process
2. Use-case 2: Invoice collection from e-mail link and supplier portal
- Mailbox monitoring and gathering of invoices via link and customer portal to be e-mailed to FIS
3. Use-case 3: Sustainability
- EPD generation

47.

Timeline overview
Smart Automation | © Knauf Group & RoboRana Group | Strictly confidential.
page 47.

48.

OTC Use-case: By automating order-entry and acknow.,
customer service could gain efficiency
RPA
Machine learning
Document recognition
AI
Automation benefits
Customer satisfaction
Too low maturity to automate due to changes
Quicker and systematic
order confirmation
Cust.
input
Leads mgmt.
Order entry
Order
acknowled.
Order
processing
Order
confirmatio
n
Manual workload reduction
-1,000 Man-days
ROI
6 - 12 month
Automation
potential: Up
to 90% of the
order-entry
steps
First Time Right
Higher data accuracy
Automation and
RPA technology
15-20%
cost potential in affected
teams
Benefit potential is based on current
best estimation, benchmark and
existing success stories and use-cases

49.

Conclusion
Main take-aways
Topics for next meeting
Format & content review

50.

Thank you
for your attention