Operational excellence

Assessment, harmonisation and redesign of end-to-end processes — with a strong focus on business-critical core operations, where even a one per cent efficiency gain means measurable money.

Typical engagement situations

Two organisations do the same thing differently. After a merger or group-level harmonisation, processes are not consistent.

Field and back-office operations do not meet. Work management, reporting and measurement run in separate systems, with manual effort.

Volume grows, capacity does not. With its current processes the organisation has reached its limit.

A system implementation is coming. Processes are better fixed before they are automated.

What the engagement covers

1. As-is process assessment through interviews and on-site observation
2. To-be process design, business process re-engineering and operating model definition
3. Eliciting, structuring and prioritising business and IT requirements
4. Designing the reporting and performance measurement routine
5. Business-side support for system implementation, testing and rollout coordination

Typical outcome

1. Documented, consistent processes with owners and deadlines
2. Measurable productivity or lead-time improvement
3. A clarified requirement set, ready for system implementation