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.
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GeneralStrategy Execution in a Digital World: The Discipline of BPMProcess Modelling IntroductionValue-driven Repository ManagementRapid Process ImprovementAchieving Compliance with DMNBuilding an Organisation for Value-driven BPMPerformance & KPI ManagementTarget Value, Create Your Process AgendaImplementing a Successful Automation (RPA) PractiseValue-driven System ImplementationIntegrated Customer Journey PlanningSystem Design & Requirements GatheringProcess SimulationTargeted Innovation to Maximise PerformanceEnabling Process Standardisation & HarmonisationThe Process of Process ManagementValue-switch to DigitalisationControlling your Systems with Application ArchitectureLean Six Sigma in a BPM Context
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