How Confiance created end-to-end(E2E) Business Process Transparency to improve efficiencies in the global market
Confiance created end-to-end (E2E) business processes to enable a world-leading, Fortune 500 fiberglass manufacturer to identify high-value operational efficiencies within its E glass inventory receiving and binder-room operations. The result was a 1,400-2,400% simple ROI.
The Engineered Products Division of a Fortune 500 fiberglass manufacturer hired Confiance to assist in a back-to-front reengineering effort in its E glass line. The client aimed to improve efficiencies and reduce costs in order to increase competitiveness in the global market. Overall project goals were to:
- Reduce total delivered cost for E glass by up to 30%
- Realize a similar yield within four additional glassline plants
- Establish annual savings targets based on the implementation of a new manufacturing standard
- Provide a multi-year implementation roadmap
The current downturn in the housing market and fierce international competition had placed intense pressure on our client to keep costs down while attempting to increase market share. The business was challenged with delivering better products at a lower cost—with greater efficiency, agility and quality. With the company aggressively addressing these issues, access to key personnel for this engagement was a challenge. Furthermore, the binder room supervisor was advancing to a new position, and there was little departmental documentation available for the replacement. During the data collection phase of the project, it was determined that certain information was unavailable for analysis.
Why Confiance Was Selected
Confiance is a trusted partner in delivering value to make businesses more competitive. Our "roll up your sleeves" organization works collaboratively with companies to address today's key business drivers—including agility and scalability, reduced time to market, operational efficiency and corporate governance. Our mission is to help clients make substantial improvements in their business through efficiencies and speed to market.
We were selected for this engagement based on our extensive knowledge on how to perform business process improvement within a complex manufacturing environment. By selecting Confiance, our client was able to minimize its risk in adopting inefficient, duplicative business processes.
At the outset, Confiance helped our client to identify three high-value, low-capital-investment, high-business-impact opportunities. We interviewed key personnel to determine their functional roles in supporting the company's primary business processes. Our experts drafted an E2E, as-is, baseline business process model of the binder room by merging business tasks, roles, localities and data. Output was measured to determine how long and how much these activities were costing the company.
Confiance discovered that the company's main source of inefficiencies was the acceptance of raw materials that were not up to standard, the wrong quantity, in damaged containers or already expired. Raw materials were handled up to ten times before being used. And, due to poor raw materials and an absence of tolerances, batches of binder material often had to be remixed.
We constructed and analyzed an E2E to-be business flow model as a next step—followed by the creation of to-be models for each of the three identified opportunities. Business process improvements in these models included: