Cases Business FLOWTH
CASE 1
Redesign in the construction sector
A high-end niche player in the construction sector is growing rapidly and delivering some exciting projects. At the same time, the company is increasingly struggling with construction site quality and employees are feeling exhausted.
By clearly visualising the value chain processes and mapping the business’ organizational structure to them, FLOWTH identifies the pitfalls of functional working: sales, calculation, architects, site managers, production, installation etc. The customer is being passed from one to the next.
To optimise the customer experience and increase the quality of the internal throughput, the company opts – during its organizational redesign – for a 100% project organization with a clear customer-focussed project team in which sales, site management and installation all work together right from the very start of a project.
The other functions are brought in as and when required. The critical steps of the process are made visible and measurable, and the process becomes simpler and more proactive. The physical workplaces are also redesigned to mirror the new organization.
The result?
Fewer complaints, fewer delayed projects, less rework, more customer satisfaction, more employee satisfaction: FLOWTH.
“Luc was heavily involved in our organization during this process.
At the start, some things went much slower than we would have liked – we’re always striving to get things done. It just took a bit of time to get all impacted employees on board with the change.
The comprehensive and phased approach achieved what we were aiming for.”
Bernard, COO
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CASE 2
Customer Intimacy in the food industry
The management board of an important player in the bakery ingredients industry makes a strategic decision that Customer Intimacy will become the focus of the company’s further development.
A few spot-checks show that the lead time between market demand for a custom recipe and the company starting to respond can very often be up to three months.
To carry through the strategic priority to internal operations and customer experience, an end-to-end business process is defined to arrive at a streamlined approach to innovation and product development.
Tailored to the company, R&D and the kitchen laboratory, Production, Warehouse, Marketing, Sales and Finance are involved in the design and realisation of the new business process. This way, all relevant aspects are coordinated and integrated as early as possible: the scalability of a recipe from kitchen laboratory to production, the impact of the filling formats on palletisation and transport, labelling, certification, pricing and the cost price, individual customisation or variation on a standard...
The result?
A much-improved customer journey, smoother collaboration between the classic ‘functions’, greater individual job satisfaction: FLOWTH.
“We hardly realised that how we were working in practice was a long way off what we intended. We were also looking at bottlenecks as if they were incidents. FLOWTH's process-based approach clearly visualised the cohesion, dependence and interaction with each other. Then we started tackling it together.”
Herman, MD
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