How a Manufacturer Drastically Reduced Customer Product Request Times

How a Manufacturer Drastically Reduced Customer Product Request Times

The manufacturer named Bernstein AG was first established in the year 1947. The main items that they manufactured had to do with elevators and escalators, as well as automated entry points for buildings. Specifically they constructed components of these machines as well as entire systems that would allow their consumers, malls and other large structures, to provide safe elevation for their own consumers.

Their product line includes components such as sensors, along with enclosures and other safety features. These safety features are essentially meant for the people operating these machines as well as the machines themselves. The manufacturer now employs hundreds of people, and offers its products and services to people all around the world.

Chances to Succeed

The modern capitalist economy is all about competition. Companies constantly look for ways to outdo their competition, and they usually do this by monitoring the quality of each other’s products as well as how much they cost, and trying to one up each other accordingly. However, if companies truly want to rise above the rest and distinguish themselves, they are going to have to do a bit more than that.

When you are working at the breakneck pace of our modern day and age, you begin to realize that when a customer requests a product, the shipping process begins almost immediately. Bernstein AG began to set itself apart by realizing that the faster a product is shipped out, the lower the risk is that a customer will end up backing out of the purchase.

They realized that a number of procedures occurring within their company were happening at an unnecessarily slow rate. If they wanted to compete and make a name for themselves as a company that would last for a very long time, they needed to trim the fat and speed everything up as much as possible. This realization that small delays can add up is crucial for all fledgling companies.

When Bernstein AG realize how much they could improve in this capacity, they began to understand the amount of savings that could be made. Delays cost money after all, and they also offer your competitors an advantage in the sense that there is a weakness they can overcome and prove themselves to be better than you are. This manufacturer essentially realized that they could give the best customer service possible in the shortest period of service time.

Now that this manufacturer had realized what they needed to do in order to set themselves apart from their competitors, they needed outside help to achieve their goals. To meet this end they decided to use Ultimus, a Business Process Management software designed to streamline various aspects of your business in order to make them as efficient as possible. The tools that Ultimus used were quite unique, and they allowed companies to accomplish difficult and complicated tasks without using programming to get the job done.

Bernstein AG’s primary concern was streamlining any and all processes that directly affected the people that were acquiring their products and services. Their goal was to become more transparent in their operations and make everything more efficient. This meant reducing the amount of time it took to complete the various steps in their manufacturing processes and also reducing how much each individual process costs. They also wanted to ensure that these improvements could be incorporated into future innovations that the company might make. Essentially, they wanted a solution that would be as long term as possible.

A Balanced Solution

The first step that Bernstein AG needed to take was to incorporate the Ultimus suite into the software ecosystem that already existed in the company. This manufacturer had been operating for several decades and lived through the rise of computer technology so they obviously already had a lot of tech already incorporated into their systems. Ultimus was going to change a great deal about how the company operated, so it was understandable that this would a long and arduous process.

Once the suite began to be implanted in the overall system, the first process that Bernstein AG ended up using was the Customer Product Request. Basically the way that Bernstein AG works is that they get a request from a customer for a specific kind of product. There are templates and preexisting designs that customers can choose from. This manufacturer then customizes these products according to the specific needs of the customer.

The product request process is essentially meant to ascertain whether or not the specifications that the customer has provided are realistic by giving a rough estimate of how much they will cost and how much time they will end up taking to complete. This process is started by the person handling the point of sale. They enter the details into the system and then get a response that helps them figure out if the service can be provided to the customer in the first place. One of the failsafes that this system uses is the plausibility check. This ensures that the data entered is realistic, ensuring that if a salesperson mistakenly enters the wrong data they will be notified pretty much immediately.

Once the salesperson has made a request for a feasibility assessment, the next thing that they will have to do is describe how important the request is. Certain requests are going to be more important than others because they will have to be fulfilled in a shorter period of time, and so they will be given a higher priority rating. Once this has been done, people in positions of authority are going to be asked to evaluate the feasibility of the project in question.

After the evaluation is complete and approval for the project has been given, the next step is to send this data to the quality assurance department, basically the department responsible for the entire production process. They are the ones that give the final approval about whether or not the project is fully feasible, cost effective and will take an appropriate amount of time. The chain of information is completed when this final approval is sent to the person handling the point of sale. The sales person now needs to get one more person to approve: the customer.

If the customer approves after getting all of the details of how much their product would cost and how much time it would take to complete, the system sends a message automatically to the production department. Production then finally begins in earnest, and each step of the process receives a deadline for when they have to finish. These deadlines are set through a combination of customer preference as well as the aforementioned feasibility reports.

This whole procedure with its many checks and balances ensures that each request that a customer has is dealt with in a manner that is as efficient as possible. There are also automated programs that send customers regular status updates so that they can rest assured that their product is being taken as seriously as possible.

The End Result

Once this system of customer product requests was implemented, Bernstein AG’s desires were fulfilled as request fulfilment times shortened immensely. One of the major benefits of using this type of process was that the people working at the company stopped looking at their individual tasks as separate entities. Instead they realized that these tasks were all parts of the same whole.

Although they were initially wary of this big change to the way things were done, the people working at Bernstein AG slowly realized that the BPM has vastly improved the way the business runs. They now play a proactive role in using the tools the BPM has given them to maximize efficiency in every way possible, thus improving general employee performance across the board for the company as well.

The greater transparency of the work process also made the quality of work that was being done at the company a lot higher than it was prior to the introduction of the BPM system. This shows that the improvements extended beyond changes in the way products at the company were produced. Furthermore, sales could now be finalized a lot more quickly because customers could get accurate quotes a lot faster than was possible before.

One thing that should be noticed in the case of Bernstein AG is the fact that the various disparate processes of production and general business management within the manufacturing company were standardized. The BPM suite that was implemented helped the managing process become smoother, simpler and far easier to deal with for the people in positions of authority.

Using the BPM suite, Bernstein AG was able to level up as a company and legitimately set itself apart from its competitors in a way that was more meaningful and far longer lasting than simply trying to outperform competitors within the same field through boosting product quality or just offering cheaper products for customers to buy.