KT P ROBLEM S OLVING AND D ECISION M AKING

1. ON THE JOB APPLICATION “Delay in JS.com Invoice Processing” KT PROBLEM SOLVING AND DECISION MAKING An application of the SAPADAPPA methodology in invoice processing of JS.com • Efirey M. Vizcarra • Jobstreet.com Philippines, Inc 24 August 2010 45/F RET Conference Room

2. CHALLENGE • BACKGROUND OF THE PROBLEM • Jobstreet.com uses two system in recording sales transaction, Intranet and Platinum. Both can generate an invoice but only Platinum invoice are send to client because it is BIR registered. • In the end of 2009 JS.Com has total sales force of around 50 people and now it has 74 and continuously growing. • The invoice processor assigned in JS.Com is only one which 90% of her time is focused on invoicing. • The TAT for invoice processing of JS.Com Platinum invoice is 2 days but currently we are delayed by 2 more days. • There is also separate invoice processor assigned for JS Select but due to the low number of transaction only 20% of his time was focused on invoicing while the remaining the remaining 80% is for other operational activity. • Todate, we are processing P1,500 invoice per month or an average of 70 per day from 56 in 2009. • Per our time and motion analysis we need 12 mins to process and print one Platinum invoice.

3. Problem Solving & Decision Making Process I. Situation Appraisal II. Problem Analysis III. Decision Analysis IV. Potential Problem Analysis

4. SITUATION APPRAISAL • List Concerns • Set Priority • Plan Next Steps • Plan Involvement

5. SITUATION APPRAISAL I.A. List Concerns

6. SITUATION APPRAISAL I.B. Set Priority

7. SITUATION APPRAISAL I.C&D. Plan Next Steps and Plan Involvement

8. Problem Solving & DecisionMaking Process I. Situation Appraisal II. Problem Analysis III. Decision Analysis IV. Potential Problem Analysis

9. PROBLEM ANALYSIS • Describe the Problem • 1. State the Problem • 2. Specify the Problem • Develop Possible Causes Using Knowledge and Experience and/or Distinction and Changes • Prove the True Cause • 1. Test Possible Cause • 2. Identify Most Probable Cause • 3. Verify True Cause • Think Beyond the Moment 1. Extend the Cause 2. Extend the Fix

10. PROBLEM ANALYSIS II.A.1. State the Problem Processing of Platinum Invoice is delayed by 2 days in 1st half of 2010

11. PROBLEM ANALYSIS II.A.1. State the Problem Problem Statement: Processing of Platinum Invoice is delayed by 2 days in 1st half of 2010

12. PROBLEM ANALYSIS II.B. Develop Possible Causes One invoice processor for JS.Com Too much manual operational process to invoice one transaction Increase in volume of sales transactions Non submission of sales order documents

13. PROBLEM ANALYSIS II.C.1. Test Possible Causes

14. PROBLEM ANALYSIS II.C.2. Identify Most Probable Cause Increase in volume of sales transactions.

15. PROBLEM ANALYSIS II.C.3. Verify True Cause • Check when in Q1 actually increase the number of sales people • Compare the number of invoice process in 2009 against 2010 YOY • Compute for the time and motion analysis of invoice processing

16. PROBLEM ANALYSIS II.D. Think Beyond the Moment • Extend the Cause • Check if the new sales hired are assigned to new businesses • Check if the increase in sales is due to seasonal • Check if the increase in sales is due to low price 2. Extend the Fix • Check on how we can simplify invoice processing

17. Problem Solving & Decision Making Process I. Situation Appraisal II. Problem Analysis III. Decision Analysis IV. Potential Problem Analysis

18. III. DECISION ANALYSIS A. Clarify Purpose 1. State Decision 2. Develop Objectives 3. Classify Objectives 4. Weigh the Wants B. Consider Alternatives 1. Develop Alternatives 2. Evaluate the Alternatives • Consider Risks D. Make a Decision

19. DECISION ANALYSIS III.A.1. State the Decision Select A Way To Meet The TAT of Invoicing for Jobstreet.com

20. DECISION ANALYSIS III.A.2,3,4. Develop & Classify Obj., and Weigh the Wants

21. DECISION ANALYSIS III.B.1. Develop Alternatives • Hire additional processor • Utilize JS Select processor to assist • Automate invoice processing

22. DECISION ANALYSIS III.B.2. Evaluate Alternatives

23. DECISION ANALYSIS III.C. Identify Risks Alternative “Hire Additional Processor” is too risky given its advantages. Therefore, I choose “ Automate Invoice Processing”

24. DECISION ANALYSIS III.D. Make Decision Automate Invoice Processing

25. Problem Solving & Decision Making Process I. Situation Appraisal II. Problem Analysis III. Decision Analysis IV. Potential Problem Analysis

26. POTENTIAL PROBLEM ANALYSIS • Identify Potential Problems 1. State the Action 2. List Potential Problems • Identify Likely Causes • Take Preventive Actions • Plan Contingent Action and Triggers

27. POTENTIAL PROBLEM ANALYSIS IV.A.1. State the Action Automate Jobstreet.com Invoice Processing to achieve TAT in 6 months

28. POTENTIAL PROBLEM ANALYSIS IV.A.2. List Potential Problems

29. POTENTIAL PROBLEM ANALYSIS IV.B & C. Identify Likely Causes & Take Preventive Actions

30. POTENTIAL PROBLEM ANALYSIS IV.D. Plan Contingent and Triggers

31. FINAL RESULTS • (What results were achieved? What were some key learnings from the experience?) • I’m become more creative and innovative in solving a problem which resulted positively as expected. • Sometimes the common answer to our problems is not the best possible solutions. • The systematic and unique methodology of SAPADAPPA helps me develop and improve my PSDM and questioning skills .

32. Thank You!