GSC INVOICE

PROCESSING
Project Report
IIM TIRUCHIRAPPALLI
GROUP 1
RAJAT RAMESH (1401099)
ANIRUDH K M (1401066)
A AAFTAB MANZOOR (1401062)
HARISHANKAR V C (1401076)
AGILA S (1401063)

GSC Invoice Processing

Executive summary
In this project, we aim to identify the problems that GSC currently faces and analyze them. The
problems have been categorized to facilitate a more effective analysis. We then provide solutions
to improve the efficiency of the process. The concept we have used is DRIVE (Define, Review,
Identify, Verify and Execute) which is a qualitative tool used in analysis. Inside this broader tool,
various statistical analyses have been applied. All the solutions we have proposed are supported
by facts and figures.

A Note on GSC
Global Services Company (GSC) is an organization with 700 employees that offers financial and
human resources to organizations in the private and public sector within India. One of these
services is the payment of Direct Invoices for its clients. A direct invoice is an invoice without a
corresponding purchase order. The reasons for this could include that an employee simply went
to the shop and had an urgent need to purchase something and raising an invoice, was simply
forgotten. In recent months, there have been a lot of overhead costs.
Rakesh Kumar and his team at GSC are concerned about the ever rising overheads in this
process. The process was highly inefficient and required a lot of optimization. He is in need of
solutions to improvise this process and thus reduce the two most important factors which drive
any process, namely- time and cost.
The main task at hand includes the following:

2
Investigate
this
process

3
Analyse the
current
issues

Figure - 1
Page | 2

Provide a set
of wellargued
proposals for
short term
and long term

GSC Invoice Processing

It is important to keep in mind the factors afore mentioned steps in analyzing the process, which
is described as follows:

The Process
GSC receives on average between 15000-25000 paper based invoices per month from its diverse
client base. The graph shown below shows the number of invoices per month across the year
2013.

Incoming # of invoices per month

30,000
24,01224,135
23,012

25,000
20,000

19,123
17,234
15,254

22,044
19,852

18,654
17,01216,590
16,856

15,000
# of invoices

10,000
5,000
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Figure - 2

The entire process can be summarized using the flow diagram shown below. In the first stage,
the invoices arrive for processing. They are then categorized and sorted accordingly. The
validation of the invoices takes place next to check for any errors. The prioritization takes place
next according to the order of processing required. Next, the invoices are checked if they can
actually comply with the process. Now comes the data entry stage where all the required data is
entered by the employees, manually. Again, the invoices are validated and checked for any

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GSC Invoice Processing

errors. Finally, the required payment is done. The invoices are archived for any future references
and maintained as records.

ARRIVAL OF
INVOICES

COMPLIAN
CE

DATA ENTRY

CATEGORIZATI
ON

PRIORITIZATION

VALIDATION

SORTING

VALIDATION

PAYMENT

ARCHIVING

Figure - 3

The problems in the current process

Before trying to suggest improvements or come up with innovative processes, it is important to
understand what exactly the drawbacks of the current process are. Some of the major drawbacks
of the process are (also refer appendix):
In the first step, or the arrival of invoices stage, the information which is required for further
processing is handwritten on the invoices. This makes the entire system highly error prone. Also,
this activity leads to the propagation of the errors in the following steps, which creates a ripple
effect. As far as the categorization and sorting is concerned, the process is manually performed,
which is again time consuming as well as error prone. Such a simple task takes as long as one
whole working day which shows the process in poor light.
Next comes the validation stage. Here too, the error rates are as high as 20% and it takes as
long as five days to come back after validation. In the prioritization stage, there is a lot of
wastage of time by looking up into the SLAs (Service Level Agreements) in excel. To add to
this, the admin officers cannot recall all the SLAs. In the compliance stage, GSC Member
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GSC Invoice Processing

clarification takes 1 day and the Postal invoice return takes about 5 days. In the data entry stage,
the main problems include sorting 100 invoices takes 20 minutes and the fact that invoices are
only collected twice a day. The main problems in the payment and archiving stages include the
low frequency in payments and the high burden with data entry.

SWOT Analysis
STRENGTHS

WEAKNESSES

GSC is an established company.

High invoice processing time.

Solid customer base.

Redundancy in work among various

departments.

Diminishing

reputation

in

the

market.

OPPORTUNITIES

Reduction in the invoice processing

THREATS

time by automation.

Demand for invoice processing is

increasing.

Errors in the processing of invoices

Lots of companies have automated

their invoice processing methods.

Vendors might switch companies

for better prospects, which might
lead to potential losses.

In general, when the SWOT analysis was performed, we found the following factors to be
predominant.

The Proposed Process

As we have seen earlier, the GSC invoice processing process is far too inefficient. So, we
decided to implement a unique technique, which is usually used in many companies during
optimization of their operations. The technique is called D.R.I.V.E, which is actually an
acronym for Define, Review, Identify, Verify and lastly, Execute. During our research, we felt
that this process was the answer to all the problems GSC had, in general.

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GSC Invoice Processing

D.R.I.V.E Process

Define:This step mainly deals with the scope of the problem and the criteria by which
success will be measured and agree the deliverables and success factors

Review:This step includes the current situation analysis, understanding the background,
identifying and collecting information ,including performance, identifying the problem
areas and finally, proposing improvements

Identify:In this step, the improvements or solutions to the problem are suggested and the
required changes are proposed to enable and sustain the improvements. An important
checkpoint here is to keep the feasibility of the entire process in mind.

Verify:Now, it is also important to check that the improvements would actually bring
about benefits that meet the defined success criteria, prioritize and pilot the
improvements.

Execute:The execute step requires one to plan the implementation of the solutions and
improvements, agree and implement them, plan a review, gather feedback and finally,
review.

Now, we would go on and explain how this process could be implemented in this particular case.

Define
In the define stage, it is important to first know about the areas where the real problems exist.
Hence, we list down where exactly the problem lies in the GSC invoice processing.
Turn-aroundtime Not reliable Incorrectly estimated
Discounts could not be applied
Vendors were paidwrong amount
Vendors were paidlate
Staff turnoverincreased to 15% per annum
Many staff are new and often part-time contractors
Risingcosts in the process
Notsure about Profit
Carbon-friendly Service Provision Submission of detailed reports on the
carbonfootprint of their operations
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GSC Invoice Processing

In general, GSCs process had too many flaws, which can be substantiated by the following
process flow diagram:

Figure - 4
In the process, there were mainly two sides, namely the supplier and the buyer sides. In the
supplier side, the invoices are first created when the sale is made. Next, the invoice is printed
and then posted.
At the buyer side, the invoice is first received and then processed. The processing stage is
performed by opening the invoice and then entering the required details on to the finance system.
Next, the required suppliers are contacted in case of any discrepancies. If any data is found to be
missing or incorrect, the data is entered on to the system. Next, the invoices are authorised and
submitted for payment. Lastly, the invoices are archived for future references, as mentioned
earlier.

Review
The review step includes the analysis of the current situation, thorough understanding of the
background, identification and collection of information and analysis of the areas that cause
problems.
It also means that when a work is in progress, the need to check and verify the process at regular
intervals. If there is a deviation from the standards, the review process highlights the fact that
immediate, corrective action should be taken.
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GSC Invoice Processing

For GSC, the data needed were collected and analysis tools like Pareto chart, graphs and fishbone diagram (Ishikawa) were used for analysis.

Pareto Chart
A Pareto chart was created with the various processes in GSC representing the causes (plotted in
the X-axis) and the processing time (plotted in the Y-axis).
60

120%

50

100%

40

80%

30

60%
Time(mins)

20

40%

10

20%

0%

% Cumulative Time
80% Marker

Figure - 5
It was observed that the processing time taken for the two processes, compliance and forward
invoice, alone took up more than 80% of the total processing time taken. Thus, the two
processes, constituting 20% of the total number of processes, were responsible for more than
80% of the processing time involved.
In the case of compliance, invoices were sometimes sent back to the customers for re-entry or
alteration of data. Postal mail was used for sending the invoices to the customers. Even in the
best-case scenario, the process took one day.
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GSC Invoice Processing

In the case of forward invoice, the reason behind such a high processing time was the fact that
internal mail boxes were cleared only once a day at 4 PM. This created a lot of delay in
processing the invoices.
Therefore, the efficiency of invoice processing can be increased dramatically by focusing on the
improvement of these two processes.

Employee Salary Structure

The categories forward invoice, categorization, data entry, sorting and validation were plotted in
the X-axis and the products of the salary of a single employee and the number of employees for
each of the categories were plotted in the Y-axis.

Total salary given to the scale

400000
350000
300000
250000
200000
150000
Total salary given to the
scale

100000
50000
0

Figure - 6
It was observed that a lot of costs, in terms of salary given, were incurred in the sorting and
validation category.
Hence, GSC could cut on its costs by focusing on reducing the costs in the above two categories.

Fish Bone Diagram (Ishikawa)

A fish bone diagram is a causal diagram that shows the causes of a specific event. Vendors were
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GSC Invoice Processing

paid wrong, high invoice processing time and higher costs were the three major causes for the
low process quality in GSC.

Figure - 7
Vendors were paid wrong amounts due to two sub-factors. There was a lack of proper training
given to employees. Incorrect entry of invoices also led to vendors being paid wrong amounts.
There were a lot of sub-factors contributing to higher invoice processing time. There was
redundancy in the process of sorting invoices. The same process was done by different
employees at different levels. There were also lots of time-delays between processes. Finally,
manual entry of invoices was very time-consuming.
The resources of GSC were not used efficiently. Higher costs incurred by the company were a
direct consequence of improper resource utilisation.
There were also other significant factors which contributed to low process quality. Discounts
were not applied because the discount period got over before the invoice got processed.
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GSC Invoice Processing

Incidentally, this was a cause which was a consequence of another cause (high invoice
processing time). Also, in certain cases, vendors were paid late. This hurt the reputation of the
company which resulted in the lowering of the process quality.

Identify
In this step, solutions to the problems faced by GSC are suggested. Short term and long term
solutions are proposed separately.

Short Term Solution

As a short term solution, Lean Process Improvement is suggested. Lean is a continuous process
improvement methodology focused on managing processes, and improving them by compressing
time.

Principles of Lean
The five-step thought process for guiding the implementation of lean techniques is given as
follows
1. Specify value from the standpoint of the end customer by product family.
2. Identify all the steps in the value stream for each product family, eliminating whenever
possible those steps that do not create value.
3. Make the value-creating steps occur in tight sequence so the product will flow smoothly
toward the customer.
4. As flow is introduced, let customers pull value from the next upstream activity.
5. As value is specified, value streams are identified, wasted steps are removed, and flow
and pull are introduced, begin the process again and continue it until a state of perfection
is reached in which perfect value is created with no waste.

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GSC Invoice Processing

Figure - 8

The 8 Wastes of Lean Management

There are 8 types of waste usually associated with Lean Management. Each type is explained and
mapped to the GSC. Solutions are also provided to tackle each kind of waste
1) Over-production Producing too much, or producing too soon.
GSC - Internal mail boxes are cleared only once a day at 4 pm. They can be cleared every hour.
2)Transportation Any nonessential transport is waste
GSC - Sending and receiving incomplete invoices from the client via postal mail; can be sent
viaemail
3) Inventory Any more than the minimum to get the job done
GSC - Internal mail boxes are cleared only once a day at 4 pm. They can be cleared every hour.
4) Waiting Idle time due to the imbalance of work contents in a sequential process
GSC Idle time between departments should be avoided.
5) Processing Over processing, unnecessary steps, signatures, reviews
GSC - Re sorting of invoices by some Data Entry officers should be avoided
6) Rework Correcting any errors or doing completion steps not done before
GSC - Incorrect data entry of invoices should be avoided.
7) Motion Any motion that does not add value e.g. re-entering the same information more than
once
GSC - Admin Officer looks up the excel file for SLA arrangements when he does not know it.
8) Intellect Any failure to fully utilize the time and talents of people
GSC - Two supporting admin staff perform the job of only forwarding the invoices from mail
centre to Admin Officers. They can be utilized in other departments.
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GSC Invoice Processing

Long term Solution
Transition to e-invoicing from manual processing of invoices
The automation of invoice processing would cover every processing step from invoice arrival to
payment, including capture, information extraction, validation, verification, allocation, resolution
and approval workflow, posting, payment approval, and archiving with minimal staffing.
E Invoicing Capabilities

Digitally signed PDF invoice and EDI invoices

Validation in terms of format and content

Verify authenticity of digital signature

Creation of document set which includes result of verification checks and original SAP
business documents

Transmission of document set to ERP for further processing and archiving

Benefits of E Invoicing

Time savings due to automation

Redeployment of personnel into higher value-adding activities

Reduced error rate

Improved data accuracy

Eliminate late fees and incorrectly paid invoices

Constant visibility of invoice processing status

Verify
This is the 4th stage in the qualitative process, DRIVE. This stage helps in understanding the
feasibility of the process proposed, and the authenticity of the promised benefits. Only after
verifying the process and ensuring a near perfect satisfaction can we go about executing any
proposed process. This can be done by comparison with available modes for execution of the
process in terms of parameters like costs, efficiency and so on. Also to bolster the arguments put

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GSC Invoice Processing

across in favor of the process, we can make use of the success stories of those companies which
are already using the processes and reaping the benefits from the same.
Comparison of e invoice v/s other modes
Now that we have identified e invoicing as a long - term solution an analysis on how it is
efficient than other modes of invoice processing is imperative on the following parameters.

Cost: Compared to other modes such as paper invoice, scanned paper and emailed image
his incurs a little cost in the beginning in terms of development of the software and the
personnel required to operate the same.

Environmental Impact: e invoice is environmental friendly compared to other modes as

it ensures zero paper wastage.

Data Accuracy: Since its fully equipped software accuracy is ensured every time data is
entered and it can be rectified if any error is incurred.

Processing efficiency: This is the fastest and efficient mode of invoice processing when
compared to other modes.

Before proceeding to the execution stage, the following examples will help to substantiate how
e-invoicing indeed is a feasible idea in comparison to other modes to ensure better invoice
processing.
The Fujitsu Story
The challenge
Fujitsu knew there had to be a faster way to process 100000 paper invoices per year. Their slow
paper based AP process made it impossible to negotiate early pay discounts with suppliers,
costing them valuable dollars in suppliers discounts. Procurement embarked on a process
improvement plan with the aim of creating a faster, more efficient invoice process. Fujitsuss
existing invoice model involved manually keying in data and circulating paper invoices around
for coding and approval. In addition to resulting in slow and late payments, low visibility over
the AP process left Fujitsu struggling to measure staff performance and adequately forecast their
cash flow. We needed better visibility of exactly how much cash we had to spend each month
reflects Tax and Treasury Manager, Mark Horton. The company was determining to gain
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GSC Invoice Processing

transparency and control of their invoice process, and sought out an AP automation solution that
would transform their AP process.
The Answer
Fujitsu sought a SAP certified in house automation solution that sat seamlessly within their
SAP ERP system. The goal was to deliver payment within 14 days of invoice receipt, enabling
Fujitsu to be eligible for early pay discounts.
Results
The following results were achieved by Fujitsu after the implementation of Fujitsu:

Minimal human interaction: 30 40% is processed automatically without human

interaction. Fujitsus process is: Automatically processed into SAP, looks for 3 way
matching, if it has a PO, it will look for goods receiving and if that matches it will go to
be ready to be paid.

High levels of automation: 60 70% is automatically processed in INVOICES without

human verification, because Fujitsu has good master data in SAP, good invoice
definitions and has optimized their invoice templates.

Improved vendor relationships: Suppliers now trust that they will be paid on time, and the
Fujitsu team doesnt need to spend as much time with people chasing their payments. It is
much more pleasant for employees and external parties alike.

Capita Story
The challenge
The lack of adequate controls for visibility of processes, plus the large volumes of paper
movement and storage the process created was unacceptable. Richard Good, SAP Prgramme
Manager a Capita, explains: It was a major task dealing with inbound invoice management and
approvals, and as a result we had a gained a reputation for late payments. The cost per invoice
processed was also high, at around $8, well above the industry standard.

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GSC Invoice Processing

The Answer
In order to ensure operational excellence and value to clients, as well as to maintain mutually
beneficial relationships with suppliers, Capita sought to lead by example, and improve its own
Business Process. To achieve this, the companys goal was to establish a UK Shared Services
Centre and offshore AP processing to India; implement a new SAP ERP (Enterprise Resource
Planning) system; and automate its manual purchase to pay (P2P) processes.
Benefits
The following benefits were reaped by Capita after implementation:

To cut the cost of processing a single invoice to just over $2 from $8 per invoice a 70%
cost reduction.

Capita have reduced back office staff from 40 in the UK to 20 in India and are saving $1
million pounds per year.

It helps them process more than 400,000 invoices each year.

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GSC Invoice Processing

Execute
Now that we have identified Automated Invoice Processing as the solution, lets see how the
method can be involved in GSC. GSC currently handles mainly paper invoices. While
considering a solution for the process improvement, the long term needs of the organization also
needs to be considered. Invoice Process Automation can answer both the current and future
requirements of GSC.
Whether arriving in envelopes, by fax, or as email attachments, and no matter what the invoice
design is, incoming invoices can be routed for approval within minutes, using E - processing.
The software handles the data entry and validation so GSC staff only needs to get involved for
issue resolution. Invoice automation jump-starts the purchase-to-pay cycle. Instead of the
Accounts Payable department dealing with overwhelming amounts of paper or electronic files
arriving from various sources, Accounts Payable deals only with the most important thing: the
information.
The new proposed process has only 3 stages, instead of the multiple stages during the manual
processing. They are:
1. Invoice Capture
2. Validation
3. Resolution Workflow
Lets now examine these stages in detail:

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GSC Invoice Processing

Invoice capture

Figure - 9

Paper invoices are scanned and digitized.

E-invoices (XML, PDF, and EDI) are immediately ready for interpretation, since they are
already in electronic format.

Invoice capture technology reads and interprets all invoice files, regardless of format.

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GSC Invoice Processing

Data Acquisition from Invoices

Figure - 10
This is a snapshot of how data required is acquired automatically from the scanned paper
invoice / PDF invoice into the invoice processing software. It can be seen that all the relevant
information required for further processing are interpreted by the software and put into their
respective fields.

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GSC Invoice Processing

Validation

Captured invoice information, including barcodes, stamps, and other supplier-specific

data, is categorized.

The categorized information is validated against available purchase order, goods receipt,
and master data.

Automated checking of sums, supplier data, dates, tax amounts, and more.

Resolution workflow

Figure - 11

Discrepancies and missing information are flagged for user verification.

Exceptions are routed to a workflow for resolution

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GSC Invoice Processing

Validated invoices continue in the processing workflow.

Images of all invoices and their processing status are readily available throughout
the entire process.

How Accounts Invoice Process Automation helps

Manual keying is eliminated, reducing administrative costs and error rates any incoming invoice
will be automatically captured and sorted by buyer, supplier, country, and invoice type. Relevant
information is extracted, all the way down to the line-item level. Thus, data entry will be faster,
less expensive and more accurate. The automatic matching of invoice data really speeds up the
process and eliminates duplicate payments. Automated matching and posting will be handled in
GSCs ERP system after the invoices are verified, all accounting tasks are a mere click away.
Automatic matching against purchase orders and master data speeds up the process and
eliminates duplicate payments. If there is a complete match between the invoice and a purchase
order, the invoice can be automatically posted for payment. Exceptions and general expense
invoices are routed to a workflow. The organizationsERP system is enhanced by the addition of
a comprehensive, very flexible workflow for manual correction, approval and posting.

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GSC Invoice Processing

Figure - 12
A complete audit trail keeps track of what has happened to the invoices at every step of the
process, (who did what and when, and any steps pending. Incidentally, the clear overview will
also support improved cost control. Timely and accurate information is always readily available.
Reports and scorecards show costs and times for processing invoices, volume of transactions,
supplier performance and important information. Quick and easy access to financial and
administrative metrics will enable management to make decisions based on the latest
information. This ensures financial integrity, and reduces the risk of invoices getting lost.

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GSC Invoice Processing

The Accepted Benefits of Invoice Process Automation

Figure - 13
Source: Benefits of Approval Workflow, Paystream Advisors, Inc., 2012
Invoice & Workflow Automation Adoption

Time and Cost Savings

Quicker approval of invoices is routinely cited by companies as the top benefit of automated
workflow, followed by cost. In fact, the impact of data capture and workflow on the efficiencies
of invoice processing can improve processing times as much as 81 percent and decrease costs by
92 percent8. The Accounts Payable Network recently released a benchmark study that also
reveals the general trend over time toward greater efficiencies accredited to automation
technology.
AP automation also drives other time and cost related savings by:
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GSC Invoice Processing

Increasing full-time equivalent (FTE) efficiency

Capturing early payment discounts

Facilitating dynamic payment terms

Increased Accuracy
Data capture automation eliminates manual keying from the AP process and in doing so,
significantly decreases errors associated with human touch points. A Fortune 500 oil distributor
in the United States, for example, reduced its error rate to .043 percent (virtually non-existent)
after it deployed data capture and automated workflow in AP. Of the companies that have
adopted automation technology.9

58 percent report fewer lost or missing invoices

30 percent report fewer duplicate invoices

In addition, businesses are increasingly aware that automated invoice processing also supports
higher-level business strategies. By generating better quality data, GSC will be able to more
accurately monitor and respond to the full array of activities related to financial accounting and
reporting.

Visibility and Control

In an automated environment for invoice receipt, invoices are immediately scanned or
automatically uploaded into the data capture solution. In complete contrast to a decentralized,
manual process where an invoice can sit on someones desk indefinitely without enterprise-level
knowledge of it, automation provides complete and instant visibility to employees at the front
end of the process. This increased visibility has proven to drive accountability, accuracy and
greater control throughout the Invoice automation process.

Stronger relationships with partners

By bringing GSCs clients on board quickly and cost-effectively and accelerating the exchange
of accurate, trusted information in the formats they require, GSC can improve ties with its
clients.

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GSC Invoice Processing

Conclusion
GSC has a highly outdated system when it comes to invoice processing. Highly relying on
humans working on the system, the latter has become slow and less productive. Its processing
time and costs incurred are very high which adds to the slow delivery of the invoices. The
suggested solution by the group is to automate the process and go for a lean approach in terms of
cutting down waste with respect to size as well as costs incurred. The solution has been
substantiated by taking cues from those companies which have already moved on to automation
and are successfully processing the invoices in a much faster way. The execution part is
relatively simple counting aside the initial time and costs incurred. So on a concluding note,
when technology is setting milestones almost on a daily basis, it makes complete sense for GSC
to leave behind the outdated human operated system and move to the much faster and efficient
automation system.

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Appendix
Table to show the inefficiency of GSC
Department
Mail Centre

Salary scale # of employees

Process
S3
5
Open mail and categorize

Time required
0.5 min / invoice

NA

S1

Forward invoices to AO

1 day

Admin Department

S5

Sort invoices per client/per vendor

Attach invoice entry form (IEF)
1.0 min / invoice
Manually enter vendor name / client name /
date of arrival at GSC on IEF
Check completeness of invoice and marks
Incomplete invoices get returned to clien
whether inovice complete or no
(about 20%)
Capture SLA agreement details:
1. Knows SLA
2.0 min / invoice
2. Doesnt know SLA
5.0 min / invoice
Marks red stamp on IEF for priority invoices
Approximately 10% of invoices are priority
Invoices checked for compliance; if invoice is
non-compliant - sent to:
0.5 min / invoice Approximately 10% of invoices are non-compliant
1. Experienced GSC staff for clarification
1 day
2. Call client directly for req. info.
2.0 min / invoice
3. Returned to client
Takes 5 days and process restarts

Data Entry Department

S4

Collect invoices from AO and check for urgent

6 invoices
Enter data from invoices in system:
Look up vendor in SAP
1. If vendor present
0.5 min / invoice 95% cases
2. If vendor not present - request for new
vendor master
1.0 min / invoice 5% cases
Sorting invoices
Data entry
1 Receives master creation requests
Urgent cases processed in 1 day
Other cases processed in 5 days

Master Data Entry Department

Validation department

0.2 min / invoice

1.0 min / invoice

S6

4 Sorts invoices and prints reports

0.6 min / invoice

Compares details of report to actual invoices if

error found form sent back for data entry
2.0 min / invoice Erroneous invoices returned at end of day
Change status of invoice to validated in SAP
Payment Department

S6

3 Automated process
Employees prepare reports

1.0 min / invoice

2.0 min / invoice

1. report sent to clients for success payments

2. GSC accounts deparment
Registry

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S4

1 Archive paid invoices

5 min / invoice

GSC Invoice Processing

Bibliography
1. http://www.bexcellence.org/-the-use-of-the-acronymn-drive-as-a-quality-managmenttoll.html
2. http://www.adp.com/p2p/pdf/White_Papers/Aberdeen_IRW_Report.pdf
3. http://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html
4.

http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html

5. http://www.c4mbd.com/Documents/The_8_Wastes_of_Lean_Management_Aid_Memoir
_A4.pdf
6. http://www.readsoft.com/docs/default-source/reference-library/fujitsu-makes-significantsavings-by-reducing-invoice-processing-time_RC08
7. http://www.readsoft.com/docs/default-source/reference-library/capita-cuts-over-70-offthe-cost-of-processing-an-invoice_RC08
8. Pezza, Scott. Invoicing and Workflow: Integrating Process Automation to Enhance
Operational Performance. Boston: Aberdeen Group, Inc. May 2011.
9. Schmidt, David. Automation Solutions for SAP: Solutions for Touchless Accounts
Payable. Charlotte: PayStream Advisors, Inc., Q2 2012.

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