As many processes, so many habits
Whether we are talking about the sales process, procurement, or inventory management, we usually have multiple sets of activities performed by various departments.
In an End-to-End approach, we distribute these activities on a complete process map, capturing all the peculiarities and interactions between activities.
This way, we have a global view of the process and can identify all optimization opportunities, even if the implementation plan is set for a slightly longer period.
From taking over a sales order to receiving it or from a procurement order to receiving and paying suppliers, in most companies, there is a succession of activities in different departments. These are interfaced in real time or not, with more or fewer interruptions in the process or with more or less manual activities, difficult to control.
We propose an End-to-End approach based on the experience accumulated so far. It is an alternative to the classical project-based approach, which allows us not to go back to a previously improved project after understanding that when we connect it upstream or downstream with other projects, we are forced to return to it and adapt it.
We choose a process
In a first phase, we choose the first End-to-End process to address.
Activities
map
We will map all subprocesses or activities performed and the connections between them.
Improvements
list
In collaboration with those involved, we will identify all improvements that can be made to the process.
Measurments
plan
The improvements are prioritized based on a procedure, considering impact and effort, and become an implementation plan that is committed to.
Are you concerned about the Procurement to Pay or Order to Cash process?
Let's analyze the complete process map together, with all the involved activities!
At the beginning
The way we start is very important...
The start of collaboration
We collaborate with those involved in the process from the beginning for a thorough and accurate understanding of improvement challenges.
From AS IS toTO BE
We compare the current process with the desired one after improvement, set specific and measurable objectives.
Eliminate MUDA
We eliminate losses in the process, generated by waiting times, interruptions, or inconsistencies.
Along the way
...because that's how we deliver what is expected
The AGILE approach
We separate quick improvements from those that require more time; we start with what we can deliver quickly and plan the rest clearly.
Detailing the action plan
The list of measures is prioritized based on the positive impact and estimated implementation effort.
A new process
At the end, we check the new process and validate the achievement of the initially proposed objectives.