References and Project examples
KHS AG is a global company within the
manufacturing industry (Filling lines). A corporate wide restructuring project
included the redesign of the organisational structures as well as of all processes since
2005.
The Kompetenzzentrum für
Prozessmanagement has supported the project ‚KHS Process management’ from Dec. 2005 to Mar.
2007. Major project targets have been the
substantial increase of productivity and the reduction of process costs in all relevant business
processes. Another objective was to build up clear
process responsibilities and process orientation in the global company.
"Regarding the performed project work of
the 'Kompetenzzentrum für Prozessmanagement’ we strongly can recommend their collaboration for
other companies."
Valentin Reisgen, CEO of KHS
AG
DHPG is a regional based service firm focusing on Auditing, Tax and commercial consulting in the German state of Nordrhein Westfalen. Target of this project has been the reduction of the ‘Debtor quota’, a leading financial indicator for the service firm. All relevant processes – from sales to order fulfilment process – have been redesigned and defined clear process and handling rules. For the Top Management a set of key indicators has been defined and implemented. Results: significant acceleration of the relevant process chain cycle and a faster income of debtor payments. The debtor quota has been reduced remarkbly leading to lower finance cost of debtor receivables.
Project examples
Consulting/Corporate process model - Optimisation of a process chain of a business unit in the manufacturing industry
The
significant decline of the indicator ‚Delivery on time’ has been the starting point of a
one-week-analysis to find process improvement potentials. Forecasting potentials, included the
reduction of the time cycle from 5 weeks to 4 days from order entry to confirmed delivery. Process
quantities should be doubled with no further process ressources at least at stable process costs.
These potentials have been designed in all relevant processes and implemented successfully within a
2 month project. Activities included e.g. adjustments in the IT department, the signing of new
supplier contracts and the rearrangement of all machines within the manufacturing process. In order
to stabilize and perpetuate this process a process manager has been appointed.
Coaching/Process management - Coaching to build up central staff department "Process Office" in the insurance industry
This
insurance company set up a new staff department ‚Process Office’ to implement process orientation
within the overall company. Main objective is the efficient execution of all business processes, as
one of the most important success factors in the insurance industry. Accompanied by a permanent
coaching this department is supported in regards to used methods as well as the execution of a
consistent roadmap. Progress of the roadmap is regular monitored in a joined project team.
Coaching/Process management - Coaching of IT department to position BPM within an Investment Bank
Within the IT department the purchase of
a BPMS has raised the question where to find internal customers for this system. The Kompetenzzentrum für
Prozessmanagement supported the analysis of internal requirements in collaboration with an thesis
based coaching. Results: options for positioning BPM
have been transparent and within a short time, 7 internal customers started implementing the
BPMS.
Consulting/Business Processes - Design of controlling concept for the order management process in a global logistics company
The IT
subsidiary of a global logistics company offers IT products and services to the global concern.
Project target was the set up of an order based approach of marketing IT Products and services
compared to the existing cost allocation and intransparent method. Within essential processes
(Sales, order fulfilment), several major process indicators have been
established.
Consulting/Business Processes - Implementation of a indicator system for the Product development process in the telecom industry
After modelling of the product
development process a new indicator system had to be developed in order to manage
approx. 400 development projects each
year. After analysing the internal customer
requirements from marketing, sales and technical departments concrete process objectives have been
determined. For each objective a limited number of indicators has been chosen and implemented into
the reporting system.
Coaching/BPMS - Coaching of the selection process of a BPM-System in the electronic manufacturing industry
Based
on the conduct of workshops and several meetings with BPMS vendors the selection process of a BPMS
has been coached. Main target was the agreement of functional department requirements and IT
related BPMS functionality to determine basic implementation needs.
Coaching/BPMS - Coaching of benefit and potential analysis at a public District office
After
conduct of a workshop and a joined exhibition visit, benefit and implementation potentials for a
BPMS have been considered and analysed.