Two thirds of all improvement opportunities lie hidden in broken processes.
What We Believe…That managing business processes yields results that are superior to managing departments.
By engaging a client team to develop standard processes across various groups. Through this organizing effort, the client develops a set of internal best practices from the variety of methods previously used. The client then releases and deploys standard processes across the enterprise that are defined, owned, managed, and followed for consistent execution.
A payment solutions provider startup in 2004 expanded very rapidly to become a highly profitable $1 billion firm by 2010. The firm engaged Business Enterprise Mapping to develop and deploy a process-based management system to establish best practices, mitigate financial and regulatory risk, and improve enterprise performance.
The organization uses BEM’s Enterprise Management System to manage and drive performance improvement.
“Having worked with several different process improvement methodologies for many years and at different organizations, the Business Enterprise Mapping approach is the most robust I have ever experienced. ”
VP Process Improvement
“It isn’t just about process mapping or making one-time process improvements; it’s about understanding our entire business from a process perspective and continuously driving process improvement.”
What We Believe… While achieving corporate regulatory compliance is a must, using the compliance work to improve business performance is the goal.
BEM has partnered with clients to achieve over 50 international certifications working with multiple registrars while experiencing a 100% success rate in every imaginable environment. Our Perigon Map is considered a best in class approach to regulatory compliance.
BEM collaborated with a public utility to provide the catalyst for management’s commitment to improving quality. Leadership chose to simultaneously certify to three international management standards as a tangible indication of the organization’s commitment. The team identified more than 300 opportunities for improvement and the division recorded dramatic improvements across the board.
Our client became the first U.S.-based enterprise (public or private) to receive three standard certifications simultaneously — ISO 9001:2000 for Quality, ISO 14001 for Environmental, and OHSAS 18001 for Safety.
“The auditors praised our work on business process mapping and encouraged us to continue on that journey.”
“We have never had an audit before where so much goodwill was built up.”
Director, Quality Assurance
“The auditors were impressed with how well quality procedures had been integrated throughout the organization.”
Director, Quality Sytems
What We Believe…That implementing new software on top of broken processes delivers frustrating outcomes.
BEM develops current state and near term process maps with a team of client staff representing the many constituents involved in the software implementation. We often include software vendor representatives who assist in evaluating the what-if possibilities provided by the combination of the current state process and new software capabilities.
Our international industrial client engaged BEM prior to implementing a new ERP system. BEM guided the process interactively to quickly produce and document the business system. Through several iterations, the mapping process allowed our client to bring together team members from around the world to map core processes, head off potential problems in advance, identify improvement opportunities and develop best practices.
Our client achieved its ERP system implementation goals ahead of plan. Among the many benefits derived from this effort, the ERP software supplier recognized the Company as one of the best-prepared customers they had ever worked with.
“BEM’s greatest strength has been to draw information out of people, to get them to recognize what it is that they do and to express it so that others can understand it.”
“They move and guide the process interactively utilizing strong people skills. They use those skills as a mechanism to quickly produce and document a business system.”
What We Believe… That knowing how an acquisition operates is invaluable for optimizing integration.
By rapidly mapping the acquisition’s core processes, BEM can quickly give the acquirer an understanding of the strengths and weakness of the acquired enterprise, the key associated risks, and the best practice opportunities that are achievable through combined operations.
While BEM was implementing an Enterprise Management System (EMS) in a medical company, it was acquired by a Fortune 50 public company. We were told to stop work immediately as what we were developing was not required. Several months later, we got a call from the acquirer to finish off what we had started. We did this very successfully within the timeframe established. We then started our first project of many for the acquirer to define their acquisition process.
Our work allowed our client to integrate the acquisition very rapidly. They relayed that this was the easiest acquisition that they had ever encountered because the processes were clearly defined, and all of the critical subject matter experts identified.
“I have never seen such a powerful tool that has everything you need to know in one place. Not only do you have the basic process, but the improvements and metrics all together.”
“I have recommended BEM to peers in other companies who have also reported positive results and have reports from prior employers a decade ago still using and continually improving BEM systems many acquisitions and billions later.”
What We Believe … That a strategy built on weak processes is like a head without a body
BEM utilizes The Perigon Program, a field tested and proven methodology to transform organizations from traditional top down management systems to process-based, work flow driven systems that provide superior operating performance and sustainable results.
BEM developed a total business enterprise and quality management system for a remote mine in the Andes Mountains in southwestern Bolivia. Despite both cultural and political challenges, the enterprise system implementation was completed on schedule and on budget. The greatest challenge was to develop a system that could communicate processes and procedures across the barriers of language and literacy. Because the BEM system is highly visual and intuitive, it was ideal for the mine’s workforce, 80% of whom are indigenous Quechua-speaking locals.
The enterprise system has provided the foundation for a financial turnaround of the mine, going from an operating loss to a significant profit.
“The result attained by using the Business Enterprise Mapping methodology to improve operations and quality was nothing short of amazing.”
“Our supply chain impact project proved to be a lot of (hard) work but in hindsight – what an investment. A very powerful tool enabling me to confidently delegate the tasks and projects required in order to reach a World Class Best Practice Supply Chain. “
Director, Supply Chain