6B
Construction Equipment and Services Co
Diagnose and Improve Operations at Business Unit to Foster Scale
Business Unit Struggling to Scale
Business Unit Focused on Kitting Products Struggling to Grow Due to Operational Inhibitors
Lots of Process Hand Offs
Kitting Business Unit Using Traditional Company Processes with Many Hand Offs Before Customer Delivery
Critical Questions
How Should Kitting Business Be Organized with Process Flows and KPIs So It Can Scale?
What is Kitting Business Units Existing Processes?
What Processes are Working? Broken?
What Are Root Causes of Process Inefficiency?
What is the Value of Process Improvement?
What Process, Organizational, Systems, People, and KPI Changes are Needed to Grow Kitting Business Unit?
Answers and Outcomes
Many Business Approval Rules that Apply in the Traditional Business Need to Be Changed for the Kitting Business Unit
New Process Flow Tools Should Be Adopted to Measure Hands Offs and Improve Visibiltiy on What's Needed and When by Employees
Kitting Co Needs Investments to Expand Its Assembly Floor to Accommodate More Capacity to Alleviate Bottlenecks
Strong Incentives and Links Between Field Sales Teams and Centralized Engineering Teams Are Needed So More Product is Specified Correctly.
Complications
Little Documentation Related to Business Rules Used in the Kitting Business Unit
Little Root Cause Analysis to Determine Reasons for Bottlenecks and Lateness of Customer Deliveries
Few Standard Operating Procedures and Processes
Little Data to Determine Process Cycle Time Efficiency and Bottlenecks
