Process consulting for Saxon automotive supplier
Our client managed various upheavals caused by changing owners and company forms. In the last reorganization, our customer became a GmbH (limited liability company) again and took over tasks that had been centrally outsourced to the group independently. A certification of this GmbH was pending, since in the automotive sector a corresponding audit is required. In order to process this requirement in a timely manner, existing process descriptions were used and in part taken over 1:1 from the group processes. Later, the customer discovered that the processes developed and lived in parallel were different. The resulting difficulties in the form of unclear responsibilities and process flows that could not be represented also led to other inefficiencies. Individual areas were given tasks that did not originally belong there. This resulted in overloaded structures and participants in individual places.
The analysis of the inefficiencies, the ambiguities in the process landscape, the interface errors was a first starting point. The goal was to regain clarity, sharpen responsibility and structure.
Via the analysis of process documentation, interviews and the implementation of the RASIC method, the goals were achieved.
Overall, all inefficiencies in the core processes could be clarified and provided with new responsibilities. The understanding of individual roles in the respective processes was established in the management circle and passed on to the teams.