- Services
- Enterprise Transformation
- Business Case
Projecting flows and structuring management activity
The Customer
OPCO
Background and objectives
- Following an operational merger within the OPCO: desire to homogenize, optimize and structure the management activity co-piloted by the Operations department and the Network Coordination department
- assist with team reorganization
- quantify to optimize flow management 2023
- anticipate the increase in activity and absorb the backlog of cases in progress
Results
Approach / System
- Diagnosis and inventory of teams and management flows
- Quantification of 2022 and 2023 productivity, projection of 2023 file flows and 2023 processing capacity for all teams (regional/national).
- Analysis of managers' daily lives, their jobs and their impressions
- Work on scenarios, arbitration and stakeholder alignment
- Stakeholder coordination (regional managers, activity managers, etc.)
- Identify the components of organizational scenarios and their cross-functional issues, with a view to qualifying them.
- Recommendations and proposals for team size arbitration
Added value Silamir Group
- Modeling of an activity simulator to anticipate 2023 needs, and transfer to HR and Management managers to use as a steering tool.
- Arbitration recommendations based on our estimates of the volume of teams required (e.g. renewing short contracts, reinforcing teams, accepting requests for mobility to other activities).
- Reflection on the target management organization in relation to customer relations (common base, biases, etc.) to bring stakeholders together on the geographical distribution of activity, centralization or not of management/processing (which system is managed/piloted nationally vs. regionally, etc.).
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