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Case study

Optimisation of processes to focus on the core activities of employees

CLIENT

Anonymous

AREA OF EXPERTISE

Vision, purpose and strategy

PROJECT DURATION

1 year
Table of Contents

ABOUT THE CLIENT

• The client is active in the energy sector with a primary focus on tackling the issues of energy transition in accordance with the national sustainability objectives.

• The client moreover engages in advising both private and public stakeholders in the domains of mobility, construction and renovation. Said consulting activities are operated by a cross-functional team that offers on-demand and personalised advisory services.

THE CONTEXT

The client sought to analyse and optimise the organisational processes of its Advisory Unit responsible for the operational consulting and implementation unit. Until now, consultants were held up with organisational tasks.

The aim of defining and optimising the processes of said Advisory Unit was to free up the advisors as much as possible so that more time could be dedicated to their core business of providing consulting services. As only very few processes were formalised, transversal work between all implicated actors was not always organised in an optimal way. Being held up in administrative overkill demotivated the unit members to a point where some employees thought about resigning. 

MINDFOREST'S MISSION

MindForest was mandated to assist the client in the review of existing processes and the formalisation of future processes. The introduction of consistent process management was intended to help the advisors improve the prioritisation of their tasks and promote a more transversal working culture.

MindForest’s main objectives for this mission were to :

Review and adapt

existing administrative processes​

Redefine, structure and formalise

any additional processes​

Define

clear roles and responsibilities.

Accompany

the adoption of a culture that favours cross-functional working

Increase transversality

between the different units and advisers​

TOOLS, METHODS & ACTIONS

Interviews: To optimise assessment of the situation and create an ideal basic structure for the forthcoming process definition

SIPOC: A lean Six Sigma method to help standardise processes

RACI matrix: To map roles and responsibilities and limit redundancies

Information design: consists of structuring the content to be transmitted and proposing a concept that combines information and visual representation, in order to propose a result that is both rich in content and visually attractive.

THE PROJECT OUTCOME

The chosen pedagogical approach was designed to confront the team members with each other’s views and thus had the desired effect of providing a global overview. In addition, the management’s expectations were brought out more clearly, which also improved the team members’ understanding of each other’s views.

The main aim was to catalogue the processes in such a way that they reflect the actual state of how daily work is carried out. They were then simplified and formalised in a visually appealing way, which in turn made them more engaging.

THE MAIN SUCCESS FACTORS

TRUST AND TRANSPARENCY IN THE COLLABORATION BETWEEN THE CLIENT AND MINDFOREST

based on regular exchanges, definition of the scope of intervention, regular status and reframing points, on-going consulting advice

CERTIFIED CONSULTANTS IN LEAN SIX SIGMA METHODOLOGIES

to facilitate standardized process formalisation

CREATING AN OPEN MINDSET DURING WORKSHOPS AND INTERVIEWS:

listening and being heard

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