When Manufacturing Giant AB Volvo (VOLV: $36B sales) – maker of Truck, Aerospace, Bus, Boating, and Construction equipment – wanted to build their own IT BPM function, they turned exclusively to Process Core Group to provide the nuts-and-bolts planning, recruiting, training, mentoring, and process project piloting for North American and European Teams. They also turned to Process Core Group to help them craft research and communication to firm sponsorship in BPM across the company, in Operations teams as well as the IT function.
We supported half-a-dozen major programs from integration of Volvo Truck/Mack/Renault to optimization of Volvo Bus and Volvo Aerospace supply chain operations as part of the initial training and deployment of their program, creating a platform for success as they rolled out throughout the enterprise.
It was just like PCG predicted it – the demand for process optimisation resources grew faster then we can grow the team — Volvo Global Project Sponsor
Volvo’s team grew from two Swedish employees to a dozen internationally placed experts managing on behalf of Volvo Group international, now poised for branching off from IT into a critical strategic operations team.
Automotive | Manufacturing | Sweden | Belgium | France | USA | Build-a-Team | Projects | Training | Volvo | Renault | Mack
The Do-it-Yourself Home Building Retailer (LOW: $43B sales) learned how to do-it-themselves with Process Core Group. After their nascent BPM function stagnated quarter after quarter trying to anchor BPM with steering teams and frameworks but no business results, they turned to Process Core Group alone to help them rebuild their organization and operations with a focus on execution and not just standards, to train key staff in BPM off-the-shelf methodology with open frameworks, and to anchor their credibility with very high-value projects across their company.
Their reputation cemented with a successful $170M cost improvement processre-engineering program, the team’s work portfolio expanded steadily from 1 to 2 to 4 and more major programs within their first year of setup, quadrupled staff, and created a highly-disciplined interlocked organization across all business units within Lowe’s.
The approach PCG took to first train us, then have us participate, and finally lead projects made it easy to grow into my new role. — Lowe’s BPS team member
Over 30 Lowe’s BPM professionals are engaged across all business segments within a single operations model for the process organization.
Home Improvement | Retail | Major Appliances | USA | Build-a-Team | Methodologies | Training | Projects | Mentoring
Plan, Source, Make, Deliver, Record, Report
No matter the process, we make it work.
Business processes are critical assets for planning and running your business. Like capital assets, business processes need to be monitored, maintained, repaired, and occasionally replaced. The skills required for maintaining processes are not the same as transacting these processes. Your team can execute, but can they make change happen? PCG can help.
What is your process challenge?
Repair broken processes
Replace manual processes
Retire expired processes
Process Repair Services
Assess processes and practices
Redefine roles and responsibilities
Document processes and policies
Launch a new line of business
Redesign process to meet business goals
Integrate with internal/external parties
Business Development Services
Segment business strategies
Translate strategy to execution
Mitigate process startup risk
Roll out best practices
Merge existing processes
Standardize process where possible; Differentiate as needed
Process Standardization Services
Benchmark processes and practices
Capture and document processes
Transition processes and practices
Examples of successfully completed projects
Standardize processes across divisions
Develop a global supply chain strategy
Build a process improvement team/process center of excellence
Implement a process documentation repository
Develop value stream processes for a new multi-unit chemical plant
Integrate 3rd party logistics service providers via EDI
Upgrade process analysis approach & methods
Align objectives, roles & responsibilities
Upgrade order management processes
Develop planning processes for Advanced Planning & Scheduling system