Business Re-Engineering Workshop (BREW): Paving the Way for Business Transformation
In our 15+ years of experience supporting clients from a number of verticals, there is one commonality we often come across: companies are rarely satisfied with their current performance. There is always room for improvement when it comes to improving existing business processes and delivering the highest value to customers. But while most managers already know this, what is less clear is how to achieve it. The evolution of the finance function has led to the changing dynamics in the role of a CFO. To equip their department with the skills and processes required to adapt to this change, leaders need to sometimes step back and re-evaluate the status quo. This is when it becomes critical to involve a third-party to help gain an unbiased outlook towards putting in place better frameworks.
At Sundaram Business Services, we have developed a widely-acclaimed Business Re-Engineering Workshop (BREW) aimed to help managers rethink, refocus and redesign critical processes.
How does it work?
The BREW workshop is built around the 5D framework:
Over the course of this workshop, senior and mid-senior management executives can identify efficiency gaps, define end-goals and use these insights to plan and implement improvements in daily management activities and larger company-wide processes as a whole.
One of the most unique aspects of BREW is that it places as much of a focus on non-core operations as it does on core operations. By doing this, it helps managers spend less time fighting fires and more time preventing them from happening in the first place.
The 5Ds in action
Through our 5-step process, companies can get a unique perspective of their operations and identify strategies to optimise them.
Step 1: Diagnose
Business process reengineering starts with the ‘end’. Before getting into the specifics of the workshop, we first get a clear understanding of what the participant’s vision is. We use the SMART framework to identify goals for every stakeholder involved from the end-customer to brokers and lenders. This gives us a clear end-point from where we can work backwards. In this stage, we also do a comprehensive due diligence which gives us a clear picture of the current processes and key focus verticals.
Based on the findings, we are able to accurately determine the process maturity using the Process Maturity Matrix and identify scope for improvements.
Step 2: Design
The next step in the business reengineering process workshop is to map out a strategy to reach our goals. With our Value Stream Mapping tool maps every stage of the process from suppliers to end-customers. By doing this, it allows businesses to get a clear picture of inefficiencies in their current process flows and shedding light on non-essential processes that can be trimmed out.
This step is crucial to laying out a clear and accurate gap analysis. In this report, we pinpoint how the business is falling short on fulfilling promises made to customers and how it can be rectified.
Step 3: Develop
After Non-Value Adding services are identified and eliminate, we can start charting out the ideal process. To help us actually implement these processes, we categorise them based on their dependency on judgement, knowledge and rules. This will give us a clearer idea of their viability and ease of usage. The processes are then further sub-categorised based on core, non-core and automatable steps. With the ideal process flow in place, we then determine whether the company will be able to use it to deliver better value for their customers.
When charting out a long-term process flow, companies need to ensure that it is sustainable and fool-proof. To achieve this, we apply the Failure Modes and Effects Analysis (FMEA) tool to identify potential failures and take proactive measures to prevent them. The findings from this tool will help put in place critical controls for each process and ensure their long-term efficacy.
Step 4: Deploy
The core philosophy for this stage is, ‘What gets measured gets managed!’ When the ideal processes are laid out and a government model is agreed upon by key stakeholders, we can then identify CTQs (Critical to Quality) for each process. This takes into account upstream, midstream and downstream processes for which lead and lag times are assigned individually. To measure success and impact of the new processes, KPIs are determined for each CTQ.
For the KPIs identified, we also define measurement systems and design control charts. Using data from this, we can accurately interpret patterns and formulate measures to address outliers in the control charts.
Step 5: Deliver
With a watertight process flow in place, we can then take it live! To ensure that the system is working and taking the company closer to its core business goals, we pinpoint specific business information required. We then create dashboards that can monitor and take action when required based on this information.
While BREW usually lasts for 5 days, we are focused on delivering results that have a long-term impact. To ensure this, we distill all the findings and suggestions from the workshop into the most important takeaways for participants. This summary involves listing the specific NVAs and other non-core activities that are to be eliminated. We then map the action points to be taken after the workshop to ensure the company makes a linear move towards achieving its goals. Post the end of BREW, we create a timeline of follow-up workshops and support that can be provided to companies.
Our unique model provides manager with the tools to drive excellence in their departments. With new technologies like Artificial Intelligence and Robotic Process Automation entering the finance industry, pushing the bar will become even more important for leaders.