Cases of Impact: Process and Structure Devlopment and Integration

  • An automotive supplier looks into the process chain of parts for the „end of production“ phase of platforms. A prototype process is designed and applied, involving two OEM and two far-apart European plants and several central functions. The project is focused on delta-results, not process design. Lower cost of end-of-life-cycle product, a new proven process ready to be rolled out internationally.
  • A German engine part manufacturer is to be integrated into a global corporation. A strategy team of the acquiree proactively develops a strategy for the new entity, suggests it to the acquirer and wins its support. The strategy is rolled out to other global divisions. Members of the original strategy team are assigned with jobs on the corporate level. Integration is implemented smoothly, a leap-frog strategy is implemented and significant value created.
  • A global manufacturer integrates a divison strategy, connecting product development and sales processes across several Asian and European locations. New customer projects are won, a foundation is laid for future cost reduction.
  • A construction company streamlines the total value chain targeted to the newly uncovered customer needs of the most profitable segment. The compelling service offering wins customers and customer satisfaction becomes a tangible advantage
  • A construction company for car parks uses focus projects to create specific market success while unfreezing capacities for sales activities and streamlining fulfilment processes. A change of organizational structure follows. A highly accelerated business cycle creates more customer projects.
  • A provider of online courses for vocational training re-aligns sales, delivery and HR processes with the needs of key customers. With a new depth of services at current cost level new market success is attained and investors are ready to ramp up the capital base.
  • A diversified education services provider develops a new structure of responsibilities, following new principles. A newly coordinated marketing process, linking central and local roles, augments the profile of the offering. Improved level of marketing performance with existing resources.
  • A Swiss bank joins regional managers in a new strategy process for private banking, developing new processes of selling and relating to customers and redefining service packages, focusing on a sustainable segment. The new focus leads to a position in attractive, formerly untargeted segments.
  • A highly industrialized retail bank turns training in process management into a learning-on-the-job experience, using focused results projects. Co-workers uncover unexpected potential for improvement and realize this within their projects. An intended training becomes a significant value-adding improvement and learning procedure.
  • A retail bank develops a new type of sales-force-driven financial service provider in a reform country. All processes are built from scratch, involving the employees and consistently focused on the advantage of “lean” in terms of cost, speed and customer satisfaction. A highly advanced process model gains market share and profit position.
  • Two regionally adjacent savings banks develop new business areas together and develop core processes in joint teams. Trans-company business teams become the core of one integrated bank. A smooth integration creates new value, conflicts are settled proactively in the course of business.
  • Seven independent retail banks together develop a model for their credit processing. With this a cross-enterprise, shared governance process unfolds. An alliance has formed, with realized advantage and stable governance.
  • A savings bank wants to create a process map to identify areas for improvement. Instead, they immediately tackle the credit process, developing significant speed and cost advantage in a short time, using interconnected focus projects, involving employees in the improvement. Highly accelerated interaction with customers, new, highly efficient internal structure.
  • With a lean and focused management process, controllers of an insurance company tackle urgent challenges of the treasury processes. Based on the shared experience of solving problems of new functional areas, a permanent management process is formed
  • A mail order company fundamentally restructures all processes connected with returns. A return management function is developed, with the purpose of maximizing the sales value of returned items. Significant contribution to company bottom-line is achieved, a top-performing process management is established.
  • An IT service provider reengineers key service and commercial processes to meet changing customer needs. The initiative focuses on directly improving customer feedback, not just technical process improvement. Customer satisfaction and feedback demonstrate success.
  • An IT services corporation systematically acquires IT departments from medium-sized manufacturing companies. Each of the resulting tasks of integrating these units seems to be unique. The task is to accelerate and simplify these processes while increasing buy-in of the new employees. Through solving the problems of individual cases, a standard process is developed, which becomes a corporation-wide guiding standard. Integrating IT departments into the corporate management system while improving results becomes a key competency of the corporation.
  • An IT service and operating company for scientific applications wants to encourage customers to improve the performance of their respective organizations. A “customer-forum” is instituted as a regular platform to discuss issues of cross-organizational cooperation, to determine goals for contractual arrangements, and explore trends for innovation and organizational learning in the IT industry. Contractual agreements are implemented at a much faster pace. Service provider and customers form an alliance, which becomes a model for the industry.
  • A manufacturer of vacuum pumps is strongly focused on the food packaging segment and enjoys a stable leadership position. In order to transfer concept and strengths to adjacent markets, strategy teams identify potential for new customer benefit and design matching business processes, being built up through focus projects. Significant and profitable growth in new process applications of vacuums is realized.
  • The manufacturer of special machinery for the print industry wants to improve efficiency, speed and the willingness to change of an important plant. The management team determines five result areas to improve the performance of key business processes and defines breakthrough projects. Project teams, within 120 days, realize a new level of process results and sustainable improvements: Previously unattainable product innovation deadlines met, more cost-efficient product design solutions, procurement of a new category of parts, and a more effective sales process in collaboration with corporate functions. New business results attained and a process of regular boosts of improvement and learning alongside the realization of strategy. The breakthrough project approach is becoming an ingredient of the plant's culture.
  • A rail network operator reorganizes and integrates the dispersed maintenance functions. Maintenance processes are mapped, outcomes and performance metrics defined and real performance improvement initiatives launched. With emerging successes, departments are integrated into a shared structure. Maintenance processes are continuously developing efficiency.
  • A regional utility company aims at improving performance of a services business for private households.  With a project that involves employees, the service level and throughput are increased. The foundation for growth and expansion has been laid.
  • The product development unit of an international cooperation service provider realigns sales activities towards a closer collaboration with internal and external stakeholders. The solutions are created with a few workshops for a dedicated team. Clear process responsibilities are created and new performance measures take effect.
  • The Ministry of Economy of the Republic of Bulgaria fundamentally redefines the process of EU support for developing enterprises. A process team tackles the challenge of "funding success“, aiming at tangible results according to EU regulations. Within six months, the process is operational. The EU development scheme begins to function.
  • A manufacturer of medical hygiene products sees internal borders between functions and units to be a bottleneck to developing presence in new market segments. So key business processes are oriented towards creating new growth. After four months, the total value chain performs faster and more efficiently while the commitment and motivation of co-workers and leadership alike has risen.