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- Centralized
global field operation into consolidated center of
excellence.
- Using
both Total Quality Management and Hoshin planning
methods, implemented changes resulting in revenue
and net profit improvements.
- Annual
free cash flow improvement of $193
Million.
- Annual
dollars collected per Full Time Equivalent (FTE) increased
from $28 to $81
Million.
- Improved
credit evaluation tools, resulting in turnaround time
from days to minutes.
- Lock
Box improvements increased accurate first day auto
cash application by 12%,
reducing costs by 20%.
- Restructured
decentralized global, multi-division, credit and customer
finance operations.
- Reduced
Days Sales Outstanding (DSO) by 36%
and past due balance by 45%.
Annualized cost of funds savings of approximately
$33 Million.
- Initiated
cross-functional quote to cash process improvement
teams.
- Up
to 50% headcount reductions
with improved DSO and past due results.
- Implemented
automated collections systems.
- Developed
and implemented proactive, market oriented, credit
and collections policies.
- Developed
and implemented equipment leasing programs and a captive
inventory finance company for sales to undercapitalized
channels.
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