Simplification of over 200 Business Processes
Date: 29th July 2014
Europe’s Largest Rail Freight Company. 2000 Locations and 94,600 employees with a €19.8bn turnover.
This project was to design and implement business processes to support the introduction of a new Asset and Work Management System while a 25 year old IT system was replaced. We were able to help the organisation understand and rationalise processes as well as assisting in the redesign of many of the existing business processes involving the UK-wide field maintenance teams. Learn more about how we helped cut invoice times by up to 80%, increased speed of work reporting and defined and simplified over 200 existing business processes.
Design and implement business processes to support the introduction of a new Asset and Work Management System. This rail freight company required support as it attempted to replace a 25 year old IT system. As the business sought to turn itself around both commercially and operationally under a new leadership team, PMI was asked to help understand and rationalise the business processes. The total redesign of many of the existing business processes mostly involving the UK-wide field maintenance teams within tight time limits and a safety critical environment.
- Specific Project benefits included:
- Labour reporting radically simplified and accuracy improved
- Definition and signification of over 200 existing business processes
- Speed of work reporting significantly improved
- Time to invoice cut by 80%
- Number of FTE’s required to run billing cycle but by 75%
- Key customer KPI’s automated
- New business processes rolled out to field teams
After initial discussion with the newly appointed divisional Managing Director, PMI carried out an intensive analysis and fact finding exercise which involved the collection of data, extensive business process/system research and interviews with key stake holders.
Problem became visible at an early stage and PMI authored a report based on the findings of the initial work. The recommendations were accepted in their entirety and PMI was asked to lead the business process redesign.
A steering team was established which was managed by PMI. Over the following 12 months PMI managed the day to day activities of the rollout working to design and implement new business processes and forms for the field maintenance teams across the UK.
The project as a whole involved strategic advice to leaders, organisational design consultancy and management of the user training programme. PMI also provided metoring services to managers as part of the handover of new processes. Most recently PMI has facilitated a work stream of improvement between Axiom and their largest 3rd party customer to enhance the way they work together.