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Case Study on BPO

BUSINESS PROCESS OPTIMIZATION (BPO)

Practical example: Business Process Optimization (GPO) - Understanding a new topography in the process landscape

PROCESSES ARE PERCEIVED AS BEING DIFFICULT - QUALITY SUFFERS

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Some departments have already optimized their processes.
But there are also many where this isn´t the case.

SITUATION:

As a result of the new strategy focus of the past year, hot topics have been identified and will now be addressed. These include workflows and processes. A tall order for the organization, a challenging transformation. The quality of the products leaves a lot to be desired. This is also noticeable among customers and complaints have been increasing over the past two years.

The workflow and process chains are very complicated and not clear to the employees. This results in quality losses, especially at the interfaces. Problems are approached constructively and creatively - but it is also highly dependent on the individual skills and experience of the respective employee. The process landscape is only partially transparent and documented incompletely. The definition of key and support processes has not yet been clearly separated.

NOW WE HAVE TO INCREASE OUR POTENTIAL!

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"We lack the tools and standardization in our processes to become more efficient."

CHALLENGE:

  • The waste and friction losses between process steps and interfaces are difficult to ascertain.
  • There is hardly any standardization in processes and problem solving.
  • Optimization potentials remain unknown because there is no documentation of the current state and the definition of target processes is non-existent.
  • The License to Operate is on an increasingly thin foundation because core processes are not adequately documented.
  • Management has lost sight of what is going on.

CREATING CLARITY AND CLEANING UP

SOLUTION:

The organization's core processes are clearly defined in their current state, simplification and optimization prospects are recognized and necessary restructuring measures have been defined. New target processes have been developed, documented in an ISO-compliant manner and the implementation begins. The continuous improvement process is linked to the target processes and prepared for implementation.

PROCEDURE MODEL:

  • Assess the process landscape and identify and prioritize key processes
  • Create a process map and break it down into individual measures
  • Assess the current status of prioritized processes
  • Identify initial optimization possibilities
  • Develop new target processes
  • Pilot and implement new processes
  • Plan for implementation of the continuous improvement process and its execution
Geschäftsprozess Case Study

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Geschäftsprozess Case Study Management

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