In the search of increasing profits, companies focus their efforts in streamlining their internal processes - reducing costs, optimizing daily operations, and improving product quality, becoming internally efficient. Although this is a successful approach to prove operational improvement, is halfway to build sustainable growth and to ensure customer satisfaction. Streamlining internal and cross-company processes, is the long-run win-win strategy that generates superefficiency.
Streamlining Internal and cross-company processes
When cross-company processes are not coordinated, a vast number of activities end up being duplicated. Moreover, when activities and data make the jump between companies, inconsistencies, errors, and misunderstandings routinely arise, leading to even more wasted work. In consequence, employees typically have to be assigned to manage the cumbersome interactions between companies. Streamlining cross-company processes is the next great frontier for reducing costs, enhancing quality, and speeding operations.
Geon, a leader in the plastics resins manufacture industry, established itself as the world's largest producer of polyvinyl compound (PVC), and in the 1990s, was a vertically integrated business. The following are Geon’s manufacture processes.
Phase 1:
Phase 2:
Phase 1: By integrating and simplifying its core business processes and installing an ERP system to support them, allowed information and transactions to flow more easily among different parts of the company. Overall productivity got a strong boost. Geon had control of all its supply chain, and this internal optimization worked as well as a cross-company one. Then, in 1999, recognizing that it did not have the sales volumes necessary to produce VC...
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...milestone, the greater the risk that the whole thing will unravel. The second principle is “communicate relentlessly.” Redesigning an intercompany process not only changes people’s jobs, it also changes how they think about and relate to other companies. Information sharing, openness, and trust need to replace information hoarding, suspicion, and downright hostility.
In conclusion, success today often hinges not only on finding customers, business partners and vital information in all its various forms, but in connecting with each of them, interacting and integrating each into the core systems that are central to a company success.
Streamlining cross-company processes is the right approach to exploit a company core competences to develop a competitive advantage in the market, and as a result increasing profits, overall customer satisfaction and sustainable growth.
We focus on managing our business as efficiently as possible to continually improve the quality of our service and invest in growth
In today's competitive marketplace, all firms are seeking ways to improve their overall performance. One such method of improvement, recently adopted by many firms, is benchmarking. Benchmarking is a technique used to evaluate internal business processes. "In this analysis, managers determine the firm's critical processes and outputs, baseline those processes, then compare the performance of each process against a standard outside the industry" (Bounds, Yorks, Adams, & Ranney 1994). To effectively improve a business process to world-class quality, managers must find a firm that is recognized as a global leader, not just the industry standard. Successful benchmarking requires tailor-made solutions, not just blind copying of another organization. Measurement and interpretation of data collected is the key to creating business process solutions.
There is a lot of literature on the concept of continuous improvement (CI). Studies show that CI is very important to creating competitive advantages in highly competitive industries such as the automobile industry (Bhuiyan & Baghel 2005; Li et al. 2009; Schaeffer, Cadavid, & Backström 2010). These studies suggest that manufacturing firms use CI to eliminate waste in all organisational systems and processes (Bhuiyan & Baghel 2005; Li et al. 2009). Currently, manufacturing firms use lean manufacturing, six sigma, lean six sigma, and the Kaizen methods of CI methodologies to reduce wastages, simplify the production line, and improve quality (Swink & Jacobs 2012).
Harkness, W. L. (1996, Sep). Process Improvement and Innovation in the Information Services Function: Lessons Learned at the Bose Corporation. pp. pp.349-368.
Bjerke, Juel M. "Week 2 Lecture Notes - Achieving Business Process Excellence and Process Re-engineering." MFGO 601 - The Globally Integrated Manufacturing Company. 2 Nov. 2011.
In my opinion, firms can minimize or manage the bumps, hurdles, or conflicts by setting up a meetings every time the firms needed to. Also by sharing the reports to minimize any risks and find a solution. Also by updating each firm by the other part activities will minimize the
Fast forward to 2015 and we now see this same scenario being played out, except in a very unique way. Instead of building individual relationships with only a handful of customers, technology has now given us the opportunity to build relationships with countless people. It is even possible to build these relationships with people from around the world.
The objective of this research is to help a company or an entrepreneur understand the business environment better as well as customers’ needs and, therefore, make better business decisions.
As of now, our processes are not as efficient as they ought to be. Management is aware of this challenge and is making steps to change this to ensure high productivity and A-1 customer service. Some include making better use of technology by emailing statements and notices rather than sending them in through the post office which can take a while sometimes and is quite unreliable here in The Bahamas. There are also plans to adopt a new quote system that allows an employee to enter in a few details on the customer and have a quote generated in seconds.
I am not afraid to take on small management opportunities because I am a solutionist by nature. I have the attitude of "making it happen", but I do realize that all goals will require coordinated support from the functional areas of the company. Therefore, I am undertake cross functional process management strategies to learn what other departments do on a daily basis to be able to implement sound solutions.
I agree with the statement above on the basis that communication is the most important thing when it comes to working in unison.
They make sure to have a clear channel of communication between departments within the company structure, thereby reducing the scope of miscommunication between the departments. This strategic arrangement of communication channels proves to be an aid in increasing productivity while also keeping operational costs as low as possible. The main aim of this approach is to make sure each and every one is being involved in getting equipped with the information that is being needed to carry out one's responsibilities in the most efficient manner possible. Strategic interaction is not a static process, as it tends to change according to the circumstances which often dictate adapting current methods to suit new situations. This is the reason why, companies review their processes in order to maintain a healthy interaction within its structure as well as evaluating how a company officers interacts with investors, buyers, and other party which plays a vital role in the ongoing success of the
Communication is the key to a successful business because everything is carried out properly and operates smoothly, thus being well organised too.
Wasserman, Michael. 15 Techniques When Dealing With Customers. My Success Company. 25 January 2005. .