Not all business processes can be equally weighted in terms of business criticality. BPA represents an investment of time and resources, so priority should be given to processes that are most critical to the business. Critical might mean that a process is a driver of profitability or strategic differentiation, or in some cases, both.
BinteQ has worked with the Progress Platform to develop BPA solutions and frameworks that place high priority processes into an effective business context. For example, BinteQ’s Business Integration solution unites key processes across accounting, logistics, finance and sales in a centralized administration system. BinteQ clients can take advantage of this solution to automate processes that translate into profitability when properly managed across multiple business departments. Additionally, BinteQ offers solutions that report and interpret business information to enable decision making. In these cases, the technological strength of the BinteQ solution is complemented by insights into which processes and data streams are relevant to making sound business decisions.
BinteQ recently helped its client, Unitron, solve a perplexing challenge by putting critical business processes first. Unitron is a developer and manufacturer of sophisticated medical devices. The company is innovative not only with its products, but also in its organizational structure. Unitron has adopted process-oriented working as a company philosophy. In approaching the BPA process, BinteQ worked with Unitron to explore what it was that made Unitron successful with its customers over the long term. “Customer confidence was one of the most important factors in the decision to place orders and remain committed to the client relationship year after year,” said Ard-Jan Hamelink,
Operations Manager at Unitron. Customers of course expected economical, high quality manufacturing, but they placed equal weight on support and follow-through for any repairs or defect corrections. It was in the context of this finding that the process of repairs and Return Merchandise Authorization (RMA) emerged as a priority for BPA.
A review of Unitron’s RMA process found that it was not running optimally as the company dealt with an increased number of repairs that had come with growth. Despite a high degree of focus and discipline from the staff, the automation of the process was inefficient, spanning ten separate IT systems. Email, faxes, home-made databases and spreadsheets were the glue that held RMA together.