The Challenge
No one could see how work actually flowed between departments, which made it impossible to say where value was created and where effort was simply consumed.
Our Solution
We mapped tasks, activities, processes and systems across the whole organization, then examined how primary and supporting activities connect.
Key Activities
- Mapping of tasks, activities, processes and systems across 18 departments
- Application of Porter's Value Chain Model
- Analysis of primary and supporting activity linkages
- Separation of value-added from non-value-added activity
Outcomes
- Full map of organizational activity in one month
- Non-value-added activity identified for removal
- Improved operational synergy between functions