Interview with Cindy Pauls, Director of Shared Services, Borden Dairy Company

Interview with Cindy Pauls, Director of Shared Services, Borden Dairy Company


– Hi I’m Cindy Pauls.
I’m the director
of Shared Services
for Borden Dairy
in Dallas, Texas.
We’ve got about 100 people in
our Shared Services division.
We cover order to cash, the
full gamut of order to cash,
AP, payroll, master data.
I’ll tell you, I can measure
that by having the field
actually come to
us with questions.
So when I first got
there three years ago,
we were not a valued
added organization.
And so, it’s been very important
over the past three years,
to come up with ways
that we can add value
to all of the different
areas of the business.
And now we’re the go to
place for any questions
or services that they need.
So anything that falls out
that they need help with,
they come to us.
And that’s how I calculate that.
In the Dallas market,
we’ve got a three to four
percent unemployment rate,
which makes it very very
difficult to find talent.
So what we’re finding
is, we’re getting people
that have no experience at all.
Anybody that has
experience, they’re getting
(snaps fingers)
gobbled up very quickly.
So to find somebody with any
experience has been difficult
and so we’re bringing people in
and having to train
them from the ground up.
And that has cost to it.
So that’s our biggest
challenge right now.
The biggest thing
that my customers
want from us is communication.
So, like I mentioned,
when I first got there
we were not a value
added organization
and the biggest way
we have added value
was just by communicating.
Letting people know
what we can do for them,
and how we can do it,
and then providing that service.
We do a lot of KPI metrics.
And so, for example, in my
Accounts Payable section,
when I first go
there, we were running
approximately 600 invoices
per person per month.
And just by going through
all of the processes,
taking those processes,
breaking them down
into little chunks,
we were able to shrink that
process and make it faster.
So we got to where
we could double that
to 1,200 invoices per month.
We’re also now trying
to do some automation
to try to shrink it even more
and provide that
those mundane tasks,
take those mundane tasks out
and raise our skill set so
that our team is happier,
’cause they’re not
doing the mundane tasks
they do the more
fun skill set tasks,
and it just raises
the whole team up.
It also allows us to add more
value by doing more analysis,
so we’re not doing a lot
of that data entry anymore.
We’re actually doing analysis
which helps the field.
We are putting automation
at various levels
in every area that I’ve got.
So from continuous improvement
to technical automation
and new systems to RPA.
We just started RPA.
We’ve got two bots
in place right now.
I hope by the end of the
year to have 20 more.
That’s been a huge
game changer for us
because it takes little pieces
that are truly mundane, truly
static, always the same,
and takes them out
of the equation.
So at that point we’re
able to use that talent
for things that
are more important.
Like in my AR group we’re
able to use that talent
take those ticket
pulling practices out,
which is very routine,
and now they can put those
same folks on collection,
which then shrinks my DSO.
So, again, adds value,
increases our cash flow,
makes it much better
for the company,
the employees are happier.
It’s a win win.
RPA, RPA, RPA.
(laughing)
Lots and lots of it.
That and automation.
So anything that we
cannot put an RPA on
we’re gonna try to
automate the technology
or pull in a tool that
can help us automate.
And then continuous improvement.
We’re always looking
at that whole process.
So as you knock out one piece,
that changes the dynamic
of all the other pieces.
So we can find more
and more pieces
that we can then either update,
maybe no longer duplicate.
Just make it simpler, faster,
easier, more accurate.

Leave a Reply

Your email address will not be published. Required fields are marked *