Business process management deals with the identification, design, documentation, implementation, control and optimization of business processes. We also use process management methods and help companies in India eliminate inefficiencies and problems in production, purchasing or sales.
In a current project, which we would like to discuss in this case study, we were able to optimize important organizational aspects in production through targeted interventions and with the involvement of management and process participants.
Mechanical Engineering Case Study: Optimizing Indian Production
Spare parts for the global market are manufactured in a multi-stage manufacturing process in an Indian production plant - with a high manual share. This Indian production was of secondary importance in the group and was left to run with low priority for a long time.
Over time, delivery bottlenecks arose, meaning that other group companies and global customers also suffered. The company's management initially reacted with complex ad hoc actions and manual tracking of orders. The aim was to limit the damage. However, this was not achieved with lasting success.
Ultimately the company commissioned WB Turnaround Management® with the task of solving the problems mentioned above as part of a change management project.
Methods applied practically and pragmatically
After analyzing the local conditions, measures were promptly implemented at the production site. Here they were 5S method, workplace design and principles from lean management are used.
The material flow was improved through changes in the machine arrangement. The establishment of supermarkets (interim storage facilities) increased the transparency and clarity of orders and simplified control. By purchasing new containers, handling and clarity of orders were increased and the risk of damage was reduced. In addition, the workplace design was changed at individual workplaces. The processes could be simplified by correctly placing containers or reducing gripping distances.
Change management with India expertise
Ultimately, with little investment and only three days of consulting time, effective measures were taken that increased output and significantly improved adherence to delivery dates. The effort paid for itself after just a few months.
However, the process improvements described above required that they were supported by the management team and employees. However, a common understanding (note: of quality, processes and methods) is a latent problem, especially in collaboration between Europe (head office) and India (local branch). This is where the key lies. Because without the appropriate intercultural competence and a feeling for the typical behavioral patterns and expectations on both sides, the best methods in India are doomed to failure.
In this project, project manager Bernd Meissner managed to involve all people involved in the change process, across language and cultural barriers.
