A change, with that goal as a starting point
Back to the drawing board for an improvement of current activities from the "customer first", point of view.
Back to the drawing board for an improvement of current activities from the "customer first", point of view.
Business Proces Re-engineering
With the goal in mind, adjustments must be made regularly due to the pressure and/or growth of the organization. Often resulting in the euphemism as reorganization when the economy changes.
The concept of BPR is to bring rapid, radical change to organizational processes.
Restructuring Consulting
Competition is increasing worldwide, boundaries are fading, and new business models are popping up like mushrooms. Digitization is a must.
If organizational processes and automated processes do not work together, the organization may not often meet internal requirements, but also the requirements of regulations and transparency.
We help organizations redesign their organizational structure, retain skills by keeping up with requirements and trends, as well as the implementation of guidelines and legislation.
It doesn't stop with a diagnosis and a plan. We help shape these and ensure that they are implemented, sometimes seamlessly, throughout the entire organization.
Strategy-Technology-Results
How does digitalization help improve results?
Digital transformation makes it easier to access more information.
So-called "big data" is an important item when you want to do more with customer profiles. Fewer unnecessary personnel costs are achieved with the use of strategy and technology. You do need to consider privacy-sensitive data.
We can help you with creative solutions to use the right tools with a realistic result.
The puzzle forms a whole and we can examine part of that puzzle or the entire puzzle. Improve the business process.
There is more often more power in your organization than you are aware of.
LEADTIME improvement / lead time improvement
Identifying lead time, mostly in an industrial environment: 'The time that elapses from the time a part enters the workshop as a raw material (or as a component) until it leaves the factory as a part, q.q., finished product.'Every reduction means a win-win situation in terms of time, cost, customer satisfaction, and satisfied employees.
Improving is easier said than done; after all, the adage "the eye always sees away" applies. This can certainly be seen as positive in a business environment. However, change is often seen as difficult, and recognition of change is somewhat habitual. When all noses are pointed in the same direction, it is a positive gesture toward day-to-day business operations.
Disruptions can occur in the lead time, for example, due to a change in customer requirements, a shortage of raw materials, a transportation hick-up, a shortage of manpower, pandemics, or conflicts with countries in general.
As long as, for example, inventory management does not rest solely on the shoulders of the warehouse but is part of the overall planning process, including input from the sales, marketing, and operations departments, then a workable solution to an external disruption can be sought. We can help you do just that.
Do not confuse lead time with product or marketing mix. If a lead time is improved at the expense of quality, remember that this is a strategic decision by which the market will make a new judgment about the product and organization.
A good example is chinesium.
Abstractly seen:
Rapid technological changes, workplace, digitalization, business strategy, (in)security, personnel transformation, organizational changes, and recognition. The lifespans of these issues are shortening, requiring timely action.
There is almost an obsessive focus on digitization. Keeping up with the times does not mean you have to be at the forefront of a technological revolution.
The adage, "To know where you want to go, first determine where you are," is so logical that people mostly don't apply it.
