Large, manufacturer of commercial refrigerated display cases for supermarkets with international production and assembly plants.
Order-to-Cash. From the moment a Sales Order is submitted to the factory, through creation of the factory order, manufacturing, delivery, installation, t receipt of final payment.
Process Capability Goal: Reduce SG&A run rate, double the workflow volume and speed up the workflow 50%.
The triage team identified and prioritized 27 Small NowSM action items and 12 Big NowSM project-size process improvements. The leadership used these team-driven proposals to refocus IT infrastructure spending, update organizational roles and responsibilities.
What pleased the triage team most:
‘Seeing the whole Order-to-Cash process flow’
‘Team collaboration of the most important things to work on to meet objectives.’
‘Pain points on the process map.’
‘The process was fast paced, interesting, and provided a way to address challenges.’
“100+ points of pain and 39 Smalls ‘n Big’s suggests many months of improvement effort, especially the highly ranked Big’s related to IT systems. Don’t wait on the non-IT Small’s that can be assigned and scheduled now.”