- Historically focused on high margin products in niche markets; Inefficiencies covered through higher prices.
- Competition penetrated the market segment which led to eroded margins.
- Moving innovations onto the market.
- Limited end-to-end process visibility.
- Lack of cross functional management of processes.
- No pre-existing process management capability.
Business strategy and value drivers defined. As-Is process models created. Improvement potentials derived.
Improvement ideas derived. To-Be process models created. Work Packages defined.
Key BPM capabilities defined and established – process strategy, process and enterprise architecture, outline process governance
New capabilities implemented through customized training, coaching, and knowledge transfer.
- Enterprise-wide process strategy framework with agreed upon value drivers directly correlated to company goals and objectives.
- Cloud based process repository containing streamlined process content supporting new strategy.
- New process management capabilities for sustaining realized improvement results & continuous improvement.
- Improved inventory accuracy.
- Improved on-time ship rate.
- Initiated S&OP process.
