Change Solutions Group

		Business Process Improvement Client A $250 million manufacturer and distributor of customized video conferencing systems and equipment. The company was an early developer of video technology and was experiencing rapid growth driven by a series of acquisitions. Business Issue The company had just completed the implementation of a commercial Enterprise Resource Planning (ERP) software system. Company management selected an outside system integration firm and asked them to conduct an accelerated, six-month implementation of the new ERP system. Given the schedule priority, there was minimal involvement of the actual users of the new system. Users were not sufficiently trained in the use of the new system, business practices and processes had not been revised, and several key departments had not yet migrated their activities to the new system. As a consequence, engineering, sales and manufacturing operations were becoming less integrated at Solution Change Solution Group was engaged to work with department managers and employees to help them streamline business processes and procedures to better use the new software capabilities. This work was performed in four phases of activity. Phase 1 – A broad-based business analysis across departments / functions that defined a company-wide Value Chain, assess the extent to which departments were using the new software, identified major process improvement opportunities, reviewed recent financial performance, and prioritized critical core processes based on their impact upon customer service. Phase 2 – Formed, trained and facilitated cross-functional teams to document critical business processes and procedures. This included an assessment of the current “As-Is” business processes to identify improvement opportunities, and the design of new “To-Be” process flows. Phase 3 – Conducted departmental workshops to guide them in the selection of improvement opportunities, the estimation of potential benefits, the development of implementation action plans, and the definition of key performance indicators. Phase 4 – Guided and coached three business process improvement teams in the full implementation of these action plans. These core business processes included the Configuration and Pricing of New Products, the Management of Engineering Change Notices, and the Management of Customer Orders. Outcomes The client not only achieved there objectives for the redesign of several core processes that directly impact customer satisfaction, but they also achieved a higher level of understanding and cooperation by the employees responsible for these cross-functional business processes. Performance baselines were established and operating performance was tracked for these three core business processes on a routine basis, against 22 key performance indicators. At the conclusion of the project, the client had developed a cadre of resources trained and experienced in business process improvement, and had a documented approach and tools necessary to continue this effort without further assistance. back to Resources
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