• Imbibe standards of excellence as a part of daily life and take pride in being truly world-class
• Excel in areas of guest interface and support services to provide best-in-class experience
• Ensure the above right from inception and be a “process driven organization” so as to manage growth without impacting customer satisfaction
• Ensure that the interface breakdowns that exist even with the existence of technology enablers (SABRE, SAP and other tools) and domain knowledge are eliminated

• Customized deployment since inception of this company
• Established their process management framework
• BMGI has defined all their customer interfacing processes (airport services, in-flight, sales, customer care, marketing, loyalty program, revenue optimization etc) for managing “moments of truth” and ensuring the adherence to set standards of performance
• During process definition relevant principles were used for ensuring robust process design and ease of implementation. This was to ensure fit with “high growth environment”
• Process Measures have been established and periodic process performance reviews are happening. This is led by their CEO.
• The organization is in the process of impacting the critical mass to create a process culture by training all personnel using internal trainers who have been trained by BMGI
• Support to several areas of the airline for getting to certified to ISO 9001
• Training to personnel on ISO 9001, process definition and internal auditor certification

• In a short span of time the airline has won several awards for being one of the best airlines and customer satisfaction ratings continue to climb
• Process efficiencies have improved reducing the profitability gap

 

• Define robust processes in select areas so as to move from a “person driven” environment
• Reduce the strain on front end processes on account of lack of standardization of these processes

• BMGI engagement was a “do-for” model where we assisted with the definition of several processes – New Business Development, Growth Processes (M&A, Integration, Contract Management, Green Field Development), Project Management and Engineering Processes
• Measures of performance and measurement system was established for each process

• The performance levels on “Internal SLAs” improved leading to reduction of internal customer issues

 

• Organization had been in existence for more than 30 years yet process were nascent
• The organization had started the journey to excellence and wished to become a “process driven organization”
• The organization wanted to ensure alignment of all processes with SAP

• BMGI engaged with the organization in phases
• Phase 1 was to establish processes for all their businesses in all operating locations. The Do-with approach was followed. At every stage alignment with SAP was ensured – Process Documents created were used to customize SAP to suit needs.
• Phase 2 was for supporting the creation of the Enterprise-wide Process Model and ensure definition of all enterprise level processes such leadership, strategy, new business development, HR, risk management, corporate governance etc
• Phase 2 also involved establishing measurement of processes aligned to higher level KPIs

• Over the years the process performance has improved leading to reduction in customer complaints, improved efficiencies and hence lesser cost
• The organization also has a robust platform for driving improvements

 

• Establish the Enterprise Process Framework
• Develop internal capability to define first time right processes
• Build internal capability to sustain the process excellence journey

• Worked with management team to define the EWPM for the organization and develop the Process Tree
• Assisted with building capability to define robust processes using BMGI’s PACE methodology
• Developed capability in internal facilitators to lead the effort

• The organization has an established process framework with KPIs defined
• The processes (as per Process Framework) have been defined leading to standardization of approach and consistency of performance (this was an issue earlier)
• Reduction in issues from the channel partners due to consistency in practices

 
Invoicing to Remittance Process - Preventing Revenue Leakage

• Nascent process consisting of ad-hoc activities
• High number of days for realization of cash for services rendered
• Average time taken from service delivery to cash realization was 110 days
• Inaccurate invoices are sent to customers
• Several invoices are delayed wrt approved billing cycle
• Invoicing leakage on a monthly basis

• Facilitated the process re-definition through structured interventions
• The complete process was redefined
• Standardization of template & interlocks
• Standardization of terms & conditions of contract & pricing model
• Redefinition of communication interfaces
• Definition of Micro-flow for collation & policy on mgt
• Redefinition of roles and responsibilities (eg. Delivery to take responsibility in invoicing)

• Achieved the cycle time of 65 days from 110 days
• On time invoicing – as per target specified
• No leakage of revenue
• Empowerment as a result of role clarity