A Comprehensive Process Mapping and Standardization Project
Client challenges
The client, a prominent Dutch-based multinational corporation, known for its expertise in biotechnological water and gas treatment solutions. The organization’s global footprint extends across offices and production facilities in numerous countries including India. Renowned for their commitment to excellence, this industry leader serves a diverse clientele that primarily comprises B2B industrial enterprises and service providers. The client’s multifaceted portfolio encapsulates various products and services in bio-technological innovations tailored for the advancement of water and gas treatment solutions on a global scale.
Global Operations
Products & Services
- Anaerobic Wastewater Treatment
- Biogas Desulfurization
- Ammonia Removal
- Biogas Buffer & Flare
- Tubular Membrane Filtration
- Phosphate Treatment
- Metal Dissolution
- Bioscorodite Crystallization
- Unified ERP Implementation: The client has a centrally implemented ERP, however multiple other software packages were used by different products and services to fulfill business processes which did not fit into the current ERP. Therefore, a new Global ERP implementation project was proposed for all products and services eliminating the various software packages used by different products and services.
- Process Standardization: Business units & functions within the organization follow different processes. This lack of standardization lead to confusion, inefficiencies, and difficulties in integrating these processes into an ERP system. For a successful ERP implementation, these processes must be standardized inline with industry best practices and the features of unique software packages to be understood in detail to incorporate the same in the new ERP.
- Enhance Cross-Functional Collaboration: The different products and services were working in silos, to promote improved collaboration and communication among different segments within the organization, create mechanisms for cross-functional teams to work together effectively, facilitating a more holistic approach to problem-solving and decision- making.
- Ensure Change Management and Adoption: Develop a comprehensive change management strategy to ensure smooth adoption of standardized processes and the new unified software. This includes managing resistance to change, ensuring buy-in from stakeholders and training the respective teams.
Process Re-engineering & Standardization
- Diagnosis of current business processes
- Gap analysis and identification of inefficiencies in processes.
- Crafting solutions to the gaps & inefficiencies identified
- Stakeholder discussions to resolve process level constraints, build collaborative solutions & align on finalized new process systems
- Developed process maps, roles & responsibility statements, Managerial dashboards & MIS Systems for 85 processes and concerned stakeholders
Global ERP Implementation
- Assessment of different software packages used to assimilate the features and functional requirements for new ERP.
- Working closely with ERP provider & Facilitating development of FRD (functional requirement document) based on the new standardized process map for all products and services.
- Support in software User Acceptance Testing using 200+ test case scenarios and flagging the failed transactions.
- Expediting the transformation through quick cut-off activities for Go-Live on time.
Change Management & Adoption
- Identification and training change champions to drive implementation and provided support for the implementation of new processes and ERP.
- Designed and delivered comprehensive training programs to ensure proficiency in new processes and the ERP.
- Implemented continuous evaluation and monitoring mechanism to take proactive measures on non-compliance to the new processes.
- Conducted regular performance reviews to assess progress, identify areas for improvement, and recognize achievements.
Results
- Target of 6 months set for documentation of processes & providing final Functional Requirement Document (FRD) to ERP provider is achieved.
- New process systems estimated to save 800+ hours of manual work across the board
- 85% of the organization wide processes are standardized & brought into a single tech platform improving cross functional & geographical collaboration
- 85 processes covered, 72 functional departments across business units in multiple countries are impacted
