Service Line "Process Design"

The optimization of business processes has been frequenty focused on the reduction of personnel. A strong customer orientation and the enforcement of high quality standards together with increasing their flexibility are thus not supported and are in extreme cases even prevented. Variety and accociated low unit numbers require other solutions for efficient processes rather than the highest possible utilization. Instead of costs per unit and utilization, factors like flexibility, quality, cycle time, responsiveness and overall costs are simultaneously aligned by applying our modern process design.

The pure cost orientation is replaced by a customer and value orientation. This different orientation imply challenges for all new business processes, irrespective of direct or indirect processes of a company. The performance of all business processes and their interaction represent the success factors for a company´s competitiveness and success in the future.

Increasing flexibility- What steps must be taken to increase the flexibility of the process from customer order to receipt of payment?  

Zero-fault quality- How should the indirect and direct processes be designed to provide customers with a zero fault quality?

Cycle time reduction- What measures can be taken to reduce cycle times through the entire process, without limiting the flexibility?

Responsiveness- How do the processes need to be aligned to increase responsiveness to changes or disturbances?

Total cost- How can the total costs for all processes be optimized from product development to service without risking loss of quality, flexibility and lead time?

Customer orientation- What processes are suitable to increase the customer focus, without sacrificing efficiency?

Value orientation- How are business processes optimally tailored to the company´s strategy and goals? What are necessary value-adding activities, secondary activities and which activities do not contribute to business success?