Consulting company: expanding consulting
Service background
In the past few years, under the leadership of the core management team, Company A has continuously expanded its business through a series of market-oriented operations such as restructuring and setting up a factory in Qingdao, and its business scale has risen to a new level. At the same time, however, management bottlenecks have emerged year by year, mainly reflected in the difficulty of delivery control.
service content
Company A covers three factories, A, B and C. According to the different product characteristics and status quo of the three factories, extended consulting has formulated different goals and working ideas with customers:
After three years, Company A has established a relatively complete process management mode of organizing production according to orders. Grasp the difficulties of cross-departmental coordination and exception handling, cooperate with the implementation of project management system and the application of information tools, establish a management system including rolling plan, plan tracking and exception coordination, and select a process manager. Due to the high complexity of A company's business, in 2009, the main production processes at the core were sorted out. 20 10 takes about half a year to sort out other business and management processes. The working mode is mainly based on the cooperation between factories and consultants. 20 1 1 On the basis of the previous two years, we will continue to strengthen the implementation of the process, establish a process manager system, describe the management process, revise and form a process system document, select a full-time process manager, normalize the process improvement mechanism, and cultivate a PDCA cycle that forms a process system. The working mode is mainly factory propulsion.
Three years later, Company B first established a relatively detailed B business process and established a management model with the core goal of controlling the planned compliance rate of major production units. In 2009, the core business processes of Factory B were sorted out, which laid the foundation for cross-departmental business understanding and problem collaborative analysis. 20 10 established a relatively complete business process management system in company b, and formed management documents, which were supervised and implemented by full-time personnel. Select one or two process optimization topics and conduct annual research. 20 1 1 On the basis of the previous two years, we will continue to strengthen the implementation of the process, establish a process manager system, describe the management process, revise and form a process system document, select a full-time process manager, normalize the process improvement mechanism, and cultivate a PDCA cycle that forms a process system.
On the basis of the application of existing processes, Company C aims at the electronization and solidification of processes. Data and information transfer in the process of quantification. Select the process manager to form the normalization of process management. In 2009, the consultant checked the existing process carding results of the forging company, organized a process briefing meeting, and revised the process documents on the basis of the original work. 20 10 Combines the new processes of Company C with the methods of two other factories and newly implemented management software, forms management documents, organizes departments to examine and approve, and selects one or two process optimization topics for research every year. 20 1 1 On the basis of the previous two years, we will continue to strengthen the implementation of the process, establish a process manager system, describe the management process, revise and form a process system document, select a full-time process manager, normalize the process improvement mechanism, and cultivate a PDCA cycle that forms a process system.
External experts and consultants have played three roles in promoting the process management of a company: concept propaganda, method guidance and project promotion. The introduction of the consultant concept has helped employees get out of many previous misunderstandings. The consultant's method guidance provides external benchmarks and best practices to help enterprises avoid detours, and the external promotion of consultants ensures the time and intensity of process implementation. In the process of cooperation with consulting companies, a management team actively promotes and participates in the process of knowledge transfer, thus avoiding the risk of waiting for consulting companies to solve problems and unwilling to learn and participate, resulting in the process being difficult to land.
Value embodiment
1. Helped his team sort out 200 processes to make tacit knowledge explicit.
2. In the process of combing the process, hold seminars for many times to help the team reach a * * * understanding in the discussion.
3. In the process of process combing, 420 modification points are pointed out and 50 points to be optimized are extracted. After evaluating its feasibility and necessity, the system is optimized.
4. During the project, we organized 19 cross-audits, 12 process talks and 8 process trainings, and cultivated an excellent team integrating process, management and business knowledge.