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MBS ConsultingTHE PROCESS WASTE REMOVERS
Who we areMBS is a business process optimization consultancy specialized in service, commercial and IT processes. Our mission is to improve service and product quality and reduce process variation which results in cost savings and additional revenue for our clients.Our methodology is based on Six Sigma and Lean principles which were initially developed in manufacturing. We apply a tailored toolset to the less tangible world of services, office environments and IT departments.Our background is diverse and combines knowledge from Sales and Distribution, Finance and Accounting, Procurement, IT Service management and Operations. Our methodical background not only consists of hard measuring tools and techniques but also takes the necessity of cultural change into account.This allows us to analyze our client´s issues from multiple perspectives. With our broad experience we strive to develop improvements that connect and integrate into existing processes and procedures.
Meet The Team
Cultural change expert 95%Six Sigma +LEAN Black Belt 95%
Service and IT processes 95% Service Strategy 75%
Finance / Controlling 80%
With his broad knowledge of commercial processes, services and IT Stefan is committed to improve his client´s business processes to the highest levels.In his career Stefan has saved literally hundreds of thousands of Euros in IT and Service costs and at the same time increased customer satisfaction significantly.
Stefan Schindewolf Patrick specializes on improving
the leadership and cultural aspects of efficiency and quality initiatives making use of his year-long background in psychology, people management and business coaching.With his deep understanding of cultural change Patrick is key for ingraining a new service culture which spends less and delivers more.
Moderator and Coach 95% Service Management 80%
Project Management 80%
OUR MISSION: ELIMINATE WASTE AND IMPROVE QUALITY
90% OF ALL WORK IN SERVICE
PROCESSES, OFFICES AND IT
APPROVALSBOTTLENECKSCOMMUNICATION BARRIERSHANDOFFSINCOMPLETE WORKSEARCHINGTASK SWITCHINGDELAYS
INEFFECTIVE MEETINGSLACK OF PROJECT MANAGEMENTLACK OF TRAININGLACK OF USEFUL FEEDBACKSTAFF TURNOVERUNCLEAR ROLES
CONVERTING FORMATSDATA DEAD ENDSDATA DISCREPANCIESMISSING DATAREDUNDANT DATA INPUTMANUALLY CHECKING ELECTRONIC DATA
PHYSICAL WASTEINTERRUPTIONSMOVINGSTRANSPORTATIONUNSAFE CONDITIONS
Focus on reducing waste for higher efficiency
Improving value-added activities with new people or IT systems will only result in minimal improvements.Focusing on eradicating waste consistently will result in a significant improvement (=reduction) of non-value-added activities.Results from reduced waste include more capacity, more speed, shorter lead times, higher quality and greater customer satisfaction.
I. Standard method: improve value-adding activities
II. Our approach: Reduce waste
50% increase in value-adding work
50% decrease in non-value-adding work
OUR PRINCIPLES• Prioritize customer
requirements• Eliminate waste wherever
possible• Promote learning on all
levels• Respect for people• Create transparency• Keep it simple• Create quality at the source
Our clients can expect measurable results• Improved quality in service, commercial and IT processes• Significant shortenings of process cycle times• Less waste, risks and failure modes• Lower costs in Service, Office and IT environments• Clear and well-organized business process documentations• New and innovative service processes and workflows• Useful measures and metrics for process performance
Improve service qualityWe measure quality from your customer´s perspective and make the result transparent.With our tools and systematic analysis approaches we identify root causes of quality issues and lead them to resolution.
Increase efficiencyWe identify efficiency improvement ideas by performing structured process analysis.Our methods and tools remove failure modes, risks, redundancies and other waste from your services.
Process MappingYou require a business process to be mapped and documented but lack the tools or the time?We support you with our “process handbook in 48 hours” special service.
Design new servicesThe Six Sigma toolbox offers a complete methodology to create and rollout new service processes from scratch.The approach focuses on customer requirements and their cost-efficient fulfillment.
We have identified hundreds of thousands of dollars in IT savings for our clients.We are sure we can also bring down your IT costs significantly by spotting redundancies and inefficiencies.
01 02 03 04 05
We follow a standardized 5-step approach based on best-practice methodologies.
DEFINEObjective description of the
issueDefine process boundaries
Identify customer requirements
MEASUREIdentify quality measuresCollect dataDetermine process capability
ANALYZEProcess or Data driven Root Cause AnalysisDetermine influence of each root causeFocus on greatest impact
CONTROLCreate reaction plan
Setup process monitoringFollow-up transformation
IMPROVEDevelop solution optionsCost-benefit selection of
solutionsDefine To-Be Process
A SELECTION FROM OUR TOOLS
ROOT CAUSEROOT CAUSE
ISHIKAWA DIAGRAMPROJECT PHASE
PURPOSE IDENTIFY POSSIBLEROOT CAUSES
DURATION 2 – 2.5 HRS
PURPOSE IDENTIFY WASTE INSERVICES, OFFICE AND IT
DURATION 2.5– 3.5 HRSTRANSPORTATIONINVENTORYMOVEMENTWAITINGOVERPROCESSINGOVERPRODUCTIONDEFECTS
PURPOSE HIGH LEVEL PROCESS MAPPINGDURATION 1.5 – 2 HRSSUPPLIER INPUT PROCESS OUTPUT CUSTOME
5S FOR SERVICE, OFFICE AND ITPROJECT PHASE
PURPOSE CREATE A CLEAN AND UNCLUTTERED WORKSPACE
DURATION 2.5 – 4 HRSSORT
SHINESET IN ORDER
REDUCE CYCLE TIMES FOR TICKET HANDLING AND IDENTITY CHECKsCASE 1
International E-Learningplatform (250+ staff)CLIENT
CLIENT CHALLENGEThe client company was handling about 15.000 customer service tickets and identity checks (as part of KYC processes) per month with about 50 staff members.
A cycle time analysis showed that the average wait time for a request was about 12 hours. Management wanted to reduce the cycle time significantly as part of a major quality offensive.
Ticket cycle times reduced by about 7 hrs on average
OUR APPROACHMBS analyzed the client´s ticket arrival patterns and performed a time-value-analysis of each activity in the department.
The client organization neither faced an increased workload or lacked required staff capacity Instead the daily organization was contradictory to the arrival patterns in the ticket queue
MBS designed and implemented a shift system for the client. In addition MBS redesigned the daily workload split to clearly assign responsibilities by the hour.THE RESULT:
Bar Chart COST REDUCTION IN FACE OF CRISIS
German IT Operations provider, 200+ staff
CLIENT CHALLENGEThe client was an IT Operations provider with an annual revenue of 35 Million Euros.
The client was facing significant reductions in revenue due to insourcing activities of her clients. As a result management decided to identify and implement cost savings of at least 600.000 Euros (yearly EBIT increase).
However management refused to perform a top-down cost saving initiative – and demanded a bottom-up approach involving all staff members.
Client staff identified potential savings of 1,3 Million Euros –resulting in cost savings of 700.000 Euros after 12 months
OUR APPROACHMBS created a market-place style workshop format for the client. About 50 staff members were gathered and challenged to find cost saving ideas worth at least 600.000 Euros in one single day.
The teams engaged into a big grooming session and came up with ideas worth 1.3 Million Euros. A verification by financial accounting showed that the value was even higher. We supported the client in following up those ideas and implementing them over the following 6 months.THE RESULT:
CASE 3 Business Process Redesign
German Waste Disposal , 1500+ staff
CLIENT CHALLENGEThe client´s SAP system had been significantly customized and programmed at the time of the rollout. After 10 years however the system was slow, full of bugs, required redundant data entry and almost impossible to maintain by the IT department.
The client requested a redesign of its core processes aiming to replace custom-development with SAP standard functionalities.
As a result of the project the client saved about 450.000 Euros worth in staff hours per yearHere a selection of our achievements:• We identified 163 failure modes in the core OTC
process and removed 65 of them• The SAP module EH&S was put out of service saving
hundreds of hours plus license fees• We designed new, cleaner forms which improved
service reliability and reduced customer complaints
OUR APPROACHMBS identified the client´s core processes and system functionalities. In a methodical Six Sigma approach we identified process and system flaws. The identified savings were quantified by a time-value-analysis.
In the next step we created to-be process flows and compiled a complete set of requirements and specifications.
MBS provided a project manager for the implementation phase who delivered the agreed work packages in time, quality and budget.
IMPLEMENTING NEW SERVICE PROCESSES IN A PERIOD OF CHANGEGlobal manufacturer
of Power Plant Cooling Systems, 1500+ staff
CLIENT CHALLENGEThe client was acquired by a private equity firm. As a result the client needed to transition her IT operations to a new outsourcing provider.
During the transition phase the client required IT Service Processes to manage the transition.
The defined processes were implemented and managed by our MBS interim manager.
OUR APPROACHMBS involved the three parties (current IT provider, client IT organisation and new IT provider) to define a set of processes.
The processes included:
• Incident Management• Service Request Management for standard requests and projects• IT Equipment Purchasing• Invoice Presentment and Settling• Risk Management• Notification Management (handling formal transition agreement notifications
Let´s stay in touch...
+49(0) 160 9755 4028
Mailto: [email protected]