Business Process Re-Engineering

Being the best in one point in time is not enough. Even in the best-structured organization, time takes its toll.

The business processes you use in daily activities may become obsolete due to market and technology changes. To maintain a leadership position you need to reinvent yourself again and again.

Reassessing your value streams is an action that should be taken every 3-5 years to achieve a leading edge. We can take you through this process, conserving your company strengths and eliminating weaknesses.

It all starts with a BPR process review and mapping the current state of business. This part will be dedicated to quickly studying and reviewing the current critical business processes company-wide by carrying out a high intensity, high level process mapping study across all participating sites in parallel. It will enable our clients to achieve two things:

  1. Understand the overall NPD process map, NVA steps and activities, and participation and contribution of each department into this process. This review will supply you with process risk evaluations, TAT improvement opportunities, and the road map of streamlining the overall process.
  2. The project management teams will be able to implement parts of the suggested fixes to the process directly as part of the initial review. This will be achieved through focused teams handling risk mitigation, NVA steps reduction and resolving process gaps. This study typically takes no more than 1 month.

Multi-Site BPR

Similar to the order to cash process in regular production environments we will follow the unique products made for customers and map their development steps, point non-value-added steps and create a more mature design start process. Allow for the full understanding of the cost of custom design projects to you and the loads on the different organizations.

Our Approach to Creating the Right Business Processes

  • For each department the major business practices are identified
  • Each business process is mapped to find out the real content of work
  • End customer whether external or internal is identified and expectations are checked to align the outcome
  • Best known method (BKM) comparison is carried to make sure we carry out the process in the most effective way.
  • Employees are part of the process to provide input but the team presents an optimized process for the steering committee approval.

Our Typical Process Mapping Methods

Our process mapping approach is all about drilling down rounds.

Key areas for review during the process mapping exercise

  • Product Selection
  • Portfolio Management
  • Resource Planning
  • Development Execution
  • Qualification Execution
  • Product Release (Manufacturing)
  • Product Financial Performance (Expectations to Goal)
  • Product End-Of-Life Management

Process Mapping Tools - Value Stream Mapping, Process Flow Mapping

Examples for process mapping techniques MAX uses to facilitate

Process Scoring

This phase focuses on highlighting the strengths and weaknesses found in each step of the process as shown in the example below.

MAX uses also a high level "traffic light" evaluation technique to highlight the strengths and weaknesses of each business process.

Process gap analysis method

  1. Gap between the actual process performance and the intended process performance as defined by the client
  2. Gap between the intended process performance as defined by the client and the best of breed process based on benchmarks.
  3. The following matrix demonstrates an example for such a process:

New NPD Business Process Design & Implementation Method

Importance of Experienced External Change Management

The process of change is painful, everyone likes talking about change but to actually move people around and reinvent their roles is easier said than done. The process of change should be unrelenting, implementing items half way or even 95% of the way, in most cases would not yield the expected results. It is important that a change agent remains focus and consistently show the people improvement in area after area.