Customer first! Cases
The proof of the process is in its functionality!
Poorly developed or badly implemented processes quickly lead to problems in production, amongst staff and customer satisfaction. Often causes cannot be traced to a specific occurrence or an individual measure taken. Processual crises develop in the mid- and long-term and comprise a variety of components leading to chain reactions on multiple levels. They make work tedious and frustrating. Yet, only motivated employees lead to satisfied clients, and it’s satisfied clients that ensure liquidity!
Read below for examples of how our Customer first!-technique delivered smart solutions to four of our clients’ processes and workflows, quickly allowing them to overcome entrepreneurial issues and return to the road of success.
Problem at the outset
Specialist joinery with highly specialized employees under permanent strain.
Diagnosis: because of blurred responsibilities and communication gaps between specialist workers, certain tasks were duplicated, and others left undealt with.
Process optimization
1. Structured interviews to analyse workflows and work environment.
2. Establishing of clear responsibilities.
3. Implementation of a weekly jour-fixe.
4. Creation of unbureaucratic organizational efficiency.
5. 2-day company excursion to promote both formal and informal exchange amongst employees and enable them to insights into each other’s tasks.
Results achieved
Improved work climate and communication culture.
Stress reduction.
Timely processing of invoices.
Significantly improved cashflow.
Problem at the outset
Renowned 5-star hotel with increasing guest complaints on slow service and inattentive staff.
Outcome of analysis: employees were overwhelmed when required to spread work to multiple locations, lack of leadership because of insufficient time the management had for employees and clients.
Process optimization
1. Situation analysis (customer feedback, interviews with employees, leadership assessment).
2. Clear definition of responsibilities, reorganization of task assignment.
3. Implementation of a customer satisfaction programme.
4. Training programmes for employees.
Results achieved
Significant reduction of complaints.
Incremental increase of customer satisfaction by 57% over a 3-year-period led to
Increases in sales and profit
Problem at the outset
Automotive parts producer with operative disruption in the run-up to each audit (IATF / ISO).
Findings: operating procedures and a number of work instructions were available in writing, but they were partially not updated because of lacking know-how and process awareness.
Process optimization
1. Situation analysis (internal documentation, talks with section supervisors).
2. Awareness-building through periodic team meetings, and
3. implementation of an inclusive bottom-up internal improvement programme.
4. Work-instructions updated together with stakeholders and made digitally available.
Results achieved
A sound basis created for audits to become a regular operative occurrence by active process management including continued monitoring of practices processes throughout the year.
Problem at the outset
Implementation of an HRM software package for a rapidly growing service company.
Prozessoptimierung
1. Personnel processes were analysed and mapped.
2. Qualified assessment of required approval stages and accountabilities.
3. Management workshops and staff training.
Results achieved
Lean approval procedures
Sourcing for and implementation of an efficient HRM software which met the organization’s specific requirements and created transparency for all users.
Customer first!
The proof of the process is in its functionality!
Poorly developed or badly implemented processes quickly lead to problems in production, amongst staff and customer satisfaction. Often causes cannot be traced to a specific occurrence or an individual measure taken. Processual crises develop in the mid- and long-term and comprise a variety of components leading to chain reactions on multiple levels. They make work tedious and frustrating. Yet, only motivated employees lead to satisfied clients, and it’s satisfied clients that ensure liquidity!
Read below for examples of how our Customer first!-technique delivered smart solutions to four of our clients’ processes and workflows, quickly allowing them to overcome entrepreneurial issues and return to the road of success.
Problem at the outset
Specialist joinery with highly specialized employees under permanent strain.
Diagnosis: because of blurred responsibilities and communication gaps between specialist workers, certain tasks were duplicated, and others left undealt with.
Process optimization
1. Structured interviews to analyse workflows and work environment.
2. Establishing of clear responsibilities.
3. Implementation of a weekly jour-fixe.
4. Creation of unbureaucratic organizational efficiency.
5. 2-day company excursion to promote both formal and informal exchange amongst employees and enable them to insights into each other’s tasks.
Results achieved
Improved work climate and communication culture.
Stress reduction.
Timely processing of invoices.
Significantly improved cashflow.
Problem at the outset
Renowned 5-star hotel with increasing guest complaints on slow service and inattentive staff.
Outcome of analysis: employees were overwhelmed when required to spread work to multiple locations, lack of leadership because of insufficient time the management had for employees and clients.
Process optimization
1. Situation analysis (customer feedback, interviews with employees, leadership assessment).
2. Clear definition of responsibilities, reorganization of task assignment.
3. Implementation of a customer satisfaction programme.
4. Training programmes for employees.
Results achieved
Significant reduction of complaints.
Incremental increase of customer satisfaction by 57% over a 3-year-period led to
Increases in sales and profit
Problem at the outset
Automotive parts producer with operative disruption in the run-up to each audit (IATF / ISO).
Findings: operating procedures and a number of work instructions were available in writing, but they were partially not updated because of lacking know-how and process awareness.
Process optimization
1. Situation analysis (internal documentation, talks with section supervisors).
2. Awareness-building through periodic team meetings, and
3. implementation of an inclusive bottom-up internal improvement programme.
4. Work-instructions updated together with stakeholders and made digitally available.
Results achieved
A sound basis created for audits to become a regular operative occurrence by active process management including continued monitoring of practices processes throughout the year.
Problem at the outset
Implementation of an HRM software package for a rapidly growing service company.
Prozessoptimierung
1. Personnel processes were analysed and mapped.
2. Qualified assessment of required approval stages and accountabilities.
3. Management workshops and staff training.
Results achieved
Lean approval procedures
Sourcing for and implementation of an efficient HRM software which met the organization’s specific requirements and created transparency for all users.
