Situation

The company needed to implement a new IT system across its four divisions. The new system would replace and integrate a number of different systems acquired over the years and that supported specific functions (e.g. purchasing, accounting, sales , etc.)

Obstacles

The company had grown through acquisition and the acquired companies had not been integrated in terms of business processes and IT support. Furthermore, each division was convinced that it was not possible to share business processes as their products and customers were different.

Approach

Objectives, critical issues and ways of measuring results were clarified with top management. The business processes that needed to be integrated were identified. Representatives from each division were selected to help analyze and redesign the processes.

Results

Three core processes were developed and shared by all divisions: Sales and Marketing, Order Handling, Purchasing. The final results, in terms of successful implementation of the IT system and subsequent reduction in time and cost, by far exceeded the target.

Situation

This very successful company wanted to reduce the cost of after sales technical support and increase customer satisfaction.

Obstacles

A company culture that rewarded lone "heroes" who were highly specialized experts and who solved problems mostly on their own. The system for recording solutions to problems was poor and not shared between divisions. Much work was duplicated.

Approach

Four divisions in four different countries were involved in developing a new approach. Technical problems were analyzed from the point of view of all participants in the supply chain. These included all divisions of the multinational, its subsidiaries and external suppliers. Subsequently the target service levels were agreed. A standard approach to technical problem solving was agreed.

Results

At the end of the project the company had:

• An innovative approach to technical support that reduced time and costs
• A measurement system to assure that time and customer satisfaction were measured and respected
• Clear roles and responsibilities of the functions involved
• Single, shared process and a Process Owner
• New system for sharing information across divisions
• Support from subsidiaries

Situation

The company needed to speed up its response to client requests for customize products. Customized products have to be designed, then prototypes built and tested, subsequently the component is tested on the client's products. The successful component goes to production.

Obstacles

Lack of clarity regarding what constitutes a customized product. This caused confusion throughout the company from the sales representatives to the production manager. Unclear roles and responsibilities. A certain degree of hostility between the divisions. The company had undertaken previous similar projects without achieving the desired outcome. All proposed changes should be implemented within three months from approval.

Results

At the end of the project, with approval and support from both Management and employees, had:

• A new documented methodology for taking customized product to the production line
• Clear roles and responsibilities for everyone involved in the process
• A new measurement system for evaluating the performance of the new process. The measurements focused on quality and respecting the new delivery times agreed with the client
• Redefined the degree of autonomy and the roles of each function
• Redefined the technical training requirements needed to ensure the achievement of the desired results
• A system for the management of company know how
• Documentation standards

Situation

The company needed to reduce the cost of the services supplied and become more competitive in its service offer.

Obstacles

Lack of company identity: most of the company employees were assigned to the new company by the parent company, with which they still identified. The parent company was also its main client. The company's operations are spread over the entire Italian territory, making communication and uniform approaches to the resolution of problems difficult. A "don't rock the boat" culture. The company is State owned and jobs are secure. No Project sponsor at top management level.

Approach

The company launched a BPR project aimed at reducing costs by 25% in three years. Project teams included representatives from all divisions and locations.

Results

The company has analyzed and re-engineered the two macro processes that constitute the company's entire production cycle. These new processes have been accepted by all the operating units across the territory. The processes have Process Owners and measurement systems. Forty changes aimed at achieving the target results, were implemented across the organization.

Situation

Three critical needs induced the company to seek outside help:

• Increase turnover
• Structure the company for growth
• Create a client based culture

Obstacles

Results

At the end of the project, the company had:

• Improved three core processes and seven support processes
• Assigned a "Process Owner" to each process
• Implemented a measurement system for the processes
• Implemented a company management system based on processes rather than functions
• Replaced the traditional organizational chart with a new way of representing the company, based on processes instead of functions
• Changed the employee valuation procedure
• Increased employee motivation
• Reduced order delivery time
• Carried out benchmarking activities that dramatically shifted the perceived possible outcomes of the project.

The client wanted to help their suppliers to reduce the cost and improve the quality of the systems supplied. Following training in performance improvement and management, the suppliers:

• Defined and communicated their strategy aimed at reducing costs and improving quality
• Defined the critical issues their companies were facing
• Agreed targets
• Developed and action plan
• Developed a performance measurement system

Introduced an innovative approach for the definition of company strategy following changes in European regulations.

Trained middle management, from subsidiaries in different countries, in the analysis, improvement and management of business processes.