Situation
- The organization’s order to cash process had been causing confusion within the organization leading to excessive administrative overhead costs, confusion, and burn out; recently completed acquisition had exacerbated the situation
- Account management and dispatch/ coordination team relied heavily on tribal knowledge and ad hoc / unique processes across customers
- Organizational structure didn’t support the integration of the newly merged businesses
- SLKone was asked to identify opportunities for cost reduction in the work order management process and design an organizational structure to support the business
Bespoke Solutions
- Conducted interviews and process mapping sessions with key stakeholders across the full work order management life cycle to identify issues and gaps
- Assessed customer profitability to prioritize process execution
- Mapped skills matrix, executed spans and layers analysis across the operations and field service teams
- Calculated process KPIs
- Built work order management “playbook”; standardized process, activities, roles and responsibilities, supporting systems, and metrics
- Codified systems requirements and built operational dashboards to support new process; served as PMO for implementation
Leading With Results
- Reduced O2C process throughput time by ~18%
- Enhanced visibility into operational KPIs enabling a data-driven performance culture
- ~2% GM improvement run-rate delivered after first 6 months by stabilizing the work order management process