Cases Process FLOWTH
CASE 1
ERP in a distribution company: design, development, change
A distribution company starts an ERP project to further automate their internal business processes.
For each of the business processes being addressed, an internal team is put together under the guidance of external experts. About 25 employees are involved in the P2P (Procure to Pay, the purchase cycle) process.
We opt to give full ownership to the internal employees. The blueprint is drawn up and tested against the everyday practices, during which quite a few exceptions to the standard flow emerge.
Use cases help test scenarios to be written and internal employees to get the hang of the new flow.
The result?
During a Proof of Concept workshop, it is not us (the external experts), rather the internal team itself that proudly presents the new process to Management and the Steering Committee: FLOWTH.
“Change management was not treated like a separate discipline here. FLOWTH's approach made employees embrace the change while steering the process redesign themselves. Really nice to see their eyes light up with pride.”
Quinten, department head
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CASE 2
Process thinking in maritime logistics
In just a few years, a global player in maritime logistics has made a move towards more global centralisation, and back again to more local decentralisation. As a result, the local Finance department has been downsized and is now perceived as the weakest link of all the business operations. It’s time to evaluate.
The issues that the local Finance department has to settle largely originate in the upper reaches of a number of end-to-end business processes that Finance also have to play their part in.
But this is leading to the narrow perception that it is the department itself that isn’t functioning effectively. One employee that fiercely opposes this is seen as going against the tide.
After discussion with the General Manager, there is in fact room to map out the wider processes. Minor changes make the other departments aware of the importance of some critical activities during the earlier stages of the process in order to increase its quality and flow, including the part Finance plays.
The result?
A ‘Finance problem’ is solved through more conscious peer-to-peer collaboration across the departments. The employee that was seen as going against the tide is given a role that’s a better fit for him in another department. FLOWTH.
“It's bizarre actually that we didn’t apply process thinking to our own internal organization. I wasn’t completely convinced at first but six months later I was thinking about everything in terms of process. The insight and inspiration that Luc gave us was a real eye-opener.”
Xavier, GM
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