Case Studies
Standardize service processes
and improve efficiency through improvement cycles!
TKC Corporation
The departments in charge of introducing TKC Consolidated Tax Payment Solution are the service departments that provide system consulting services and implementation support services for the mid-sized and large enterprise market.
The Solutions Business was highly regarded by the market as a new business, and we have achieved a dramatic increase in the number of contracted companies and rapidly promoted the development of new markets. However, while the business is growing rapidly, the issues that need to be achieved in the service field have been highlighted, and as one of the countermeasures, we have begun examining the introduction of tools.
What are some of the issues that need to be addressed before implementation?
Standardization of service-processes and construction of Time Management mechanisms
At the service site, a general methodology for system introduction was established, but the standard process to be shared was unclear, and the service contents were packaged, but individual customization measures were not managed. As a result, the content and level of services offered varied, and costs tend to increase without limitation. Therefore, in order to clarify the standards of operation and the standard man-hours of individual processes and to visualize Actual time, it has become necessary to grasp the man-hours put in the field at the appropriate granularity.
Please tell us what you considered important in your consideration.
Operability was the most important factor
We focused on "ease of inputting results," "support for retention of input," "comparison between projects," and "data analysis. After comparing these perspectives, we decided that TimeTracker would be able to achieve our goals and decided to adopt it.
What kind of measures have you taken in terms of operation?
Control granularity is gradually refined
Rather than suddenly targeting all man-hours for management, we first started operating the system by limiting the man-hours invested in the system introduction consulting service. In this process, we established two categories: "counterparty category" (employee /TKC members) and "internal/outside service category" (internal/outside service), and measured and visualized the man-hours for each category. By limiting the scope of visualization to the most important themes and eliminating unnecessary data input as much as possible, I feel that we were able to achieve a smooth start-up.
Raising awareness and promoting the establishment of awareness in the workplace
We have prepared a standard-process WBS using a template-based function to minimize the need to register projects/tasks. The goal was to visualize the man-hours and ensure that Input work time was firmly established. At the monthly divisional meeting, all members of the division were given a chance to discuss Time Management and share the meaning of the discussion. At the same time, they openly discussed the use of the system. This raised their awareness of participation.
What were the effects of the introduction?
Easy detection of abnormal values by visualization of man-hours
By continuing Input work time, we were able to see Actual time of the work that occurred in the various processes. It is now possible to always compare with the standard man-hours, and it is easy to check the cases where abnormal values have occurred. Administrators can now quickly follow up on outliers when they occur.
Compare Actual time with standardized man-hours
Improving the efficiency of data collection and analysis
The collected Actual time is used to report on the status of divisional activities in monthly reports to the Board of Directors. After the introduction of TimeTracker, the man-hours required to collect and analyze data for reporting were greatly reduced.
Reduced man-hours required to collect and analyze data for reporting
All employees face the facts and develop improvement activities led by the frontline.
Every six months, all members of the department check the man-hour data of all projects and share success and failure cases, so that they can learn from useful information. In addition, we have become aware of ongoing activities, such as revising the procedures of the "system introduction process" and reducing standard time.
It also had this effect.
Raising awareness of time management
At first, we only targeted the system-introduction process. However, we received a request from the participants to include other tasks such as meetings in Input work time. As they get used to using the system, they seem to be concerned about their free time. For this reason, we now include indirect operations such as meetings as input targets, and we can check for waste from that perspective as well.
Leveling the load and improving efficiency of the entire division
By comparing annual Actual time on a monthly basis, we have clarified the "busy season" and "off season" that had been tacitly recognized within the division. Currently, we are discussing and implementing what we can do during the "off season" with the aim of reducing man-hours during the "busy season," which is useful for load leveling and efficiency improvement of the entire department.
Customer comments
| Industry classification | Information and communications |
|---|---|
| Description of Businesses |
Based on the very clear business objectives of "defending the workplace and overcoming the fate of accounting firm's in Japan" and "promoting the welfare of residents by improving the administrative efficiency of local governments," the company has consistently specialized in two fields, information services for accounting firm's and information services for local governments, since its establishment in October 1966 to the present day, and has established a unique position in the Japanese information industry.
[contents of information services]
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| Departments introducing | Sales and service divisions (In charge of system proposal, installation consulting, and operation consulting for medium-and large-sized companies) |
| Introduction of the business of the department introducing the system | TKC Consolidated Tax Payment Solution, which covers settlement and filing operations for the entire corporate group, is provided on a cloud basis in response to market-related changes in accounting and tax matters at medium-and large-sized companies. A key feature of this solution is that it combines a system developed by combining the tax and accounting know-how it has cultivated since its foundation with human services provided by TKC members (tax accountants and certified public accountants). In particular, more than 10,000 TKC members nationwide, who are well versed in practical business, provide detailed support from the introduction to operation of the system, and are highly regarded for their support for lawful and proper tax return filing and accounting. The companies that have installed this solution have reached 15,600 companies in 2,300 groups, and it has been adopted by more than 60% of the top 100 companies in terms of annual sales by domestic companies. |
| Web website | http://www.tkc.jp/ |
- [JTEKT Corporation] Supporting efforts toward ISO 26262 compliance with tools
- [Sumitomo Metal Mining Co., Ltd.] For fair charging in shared services, grasping actual status of work
- [MTI Ltd.] Improved accuracy of reporting data without placing a burden on the site
- [TEAC Corporation] Speedy and accurate in actual time compilation process
- [LSI Japan Co., Ltd.] Generated stable profits with understanding work of members in a telework environment and realizing highly accurate estimates
Customer comments
We believe that it is essential to ensure that Time Management is carried out continuously, even from a small area. I am also pleased that by spreading the results widely to Input work time managers, we have become a strong organization where all employees can participate. Once a certain amount of performance data has been accumulated, new insights will emerge, and this tool will remind you that there is no end to business improvement.