Reference no: EM132862354

You are a process management consultant who has been asked for a proposal by the CEO of SmartWork. Here is some background information about the company:

• Manufacturer of compressors, revenue of $4.2B
• Three divisions: industry compressors, mobile compressors, dental compressors
• Industry compressors are engineered to order, mobile compressors are standard but manufactured to order, dental compressors are standard products manufactured in series
• Dental compressors are sold based on a low price, the others are expensive and have to be of an outstanding quality and combined with excellent service
• All divisions have already conducted process improvement initiatives, using various methods and tools and different external consultants. There exists lots of process documentation in the company in many different digital formats (PPT, Vision, etc.) and also in paper form.
• Since the company grew through acquisitions there are numerous process variants in place supported by over 2600 IT systems. The maintenance cost is tremendous.
• Lately there have been a couple of issues regarding safety and compliance. This is a major topic.
• A new contract has been made with a dental association. The sale of dental compressors is expected to double over the next three years. The production capacity looks fine but nobody really knows if the administration around it can handle the targeted sales volume.
• The company has sales and service subsidiaries in 72 countries. The COO noticed that all those subsidiaries work differently with very different performance and cost levels.
• The head of the division for dental compressors looks for quick cost reductions to stay competitive and not risking to loose the new frame contract with the dental association.
• The management team feels that it has become impossible to really oversee the organization and set the right operational priorities or focus improvement initiatives
• Clients in the industry and mobile compressor area change permanently their requirements regarding service and maintenance as well as product features.
• The CEO feels that the in industry, the compressor technology and service solutions that Smartwork offers are "very mature," almost outdated. This could be a problem for future growth.
• The CFO believes a shared services organizations could help saving cost but doesn't know exactly how to address the topic.

Vision: What will BPM-Discipline achieve in the long term?

Mission: What does BPM-Discipline have to achieve today?