Re-organisation of the business processes
Initial situations from my experience:
- Business processes are often historically grown. New tasks and activities have been undertaken without carrying out a detailed re-planning of processes and functions.
- Changing customer demands require a change in business processes, such as the trend towards increasingly smaller packing units for instance.
- The lack of continuous investments on-site leads to antiquated infrastructures and business processes, which make it impossible to meet these requirements.
Approach:
Typical re-organisation projects of the LANGE LOGISTICS CONSULTING company begin with a study of the potentials. An evaluation of the business processes is carried out on-site and analysed. The result of this first phase is an accurate description of weak points and an initial estimate of the potentials resulting from a re-organisation of the processes. Together with the potentials an estimate of the investments required for the implementation of the project is carried out. The results of the potential study are rounded out by the project plan for the implementation of the further project phases.
If the potentials are promising, the project is continued by the concept phase. During this phase, new modern Best Practice processes are developed for the company and agreed with the relevant departments. The company's employees' confirmation of feasibility is of primary importance, because the employees' know-how is a vital component of the concepts. For each concept a continuous validation of the potentials estimated during the potential study and the required investment is carried out.
The third phase after completion of the concept is the implementation phase, in which the developed processes are implemented within the company. Especially re-organisation projects require a stringent project management and the competency of the Change Management at this stage. Tight monitoring of implementation progress and immediate reaction in the case of deviation are decisive factors for success, because employees are often reluctant to change or are sceptical of process feasibility. The first difficulties that arise often lead to the questioning of process feasibility and the halt of any further implementation measures. These employees can only be convinced of the contrary by a functioning, implemented process.
This is the actual challenge. The process cannot be implemented without the employees. The employees however sometimes block the implementation due to uncertainty or inertia. This problem can be solved by a consistent, pro-active management team, a cooperative works' council and the planning team. Detailed information given to the employees, together with the opportunity to express their opinions and ideas openly for all to see, can help with the implementation of new processes in the company. The LANGE LOGISTIC CONSULTING company remains consistently at your side to meet these challenges, as planning partner, moderator and coach.
Results:
- Sustainable, optimised implementation of new business processes
- Cost reduction for individual processes by up to 50 %
- Fulfillment of customer demands and increase in customer satisfaction
