Various process improvement methods had already been tested in the customer service organization. The primary challenge, however, was implementing sustainable change. Isolated initiatives The process leaning initiatives had remained isolated efforts and the project-based approach had not altered the organization’s operating methods or management model. The staff was frustrated due to the lack of a…
The management of the customer service unit decided to initiate the project after a very successful process improvement project. During the previous project, process issues were identified and selected improvement ideas were implemented within the company. A continuous improvement model was created to support the new and improved process Following the conclusion of the previous…
The management of the customer service unit decided to launch the project, as the team’s job satisfaction had decreased, and employee turnover was clearly on the rise. The management recognized dysfunctional processes as one of the factors for poor job satisfaction. Aiming to improve employee satisfaction The project was set to be completed on a…
We began developing a new process for Helsinki city Traffic and Street Planning and built a cost-effective low-code solution for data automation. The goal was to embed the new process into a continuous improvement model immediately so that the process can be cost-effectively developed further through iteration. A fresh approach to managing the Traffic and…
At the beginning of the project, customer operations improvement was heavily focused on system development. Focusing on extensive system development projects often partially overlooked the potential for improving operational models and processes. A tailored process-driven improvement model to support continuous improvement The client company operating in the financial sector identified the benefits of continuous process…
The city of Tampere wanted to enhance efficiency in procurement and improve performance through category management and centralizing operations. The decision to implement a new city-wide procurement system had been made, and it was aimed at supporting procurement management and facilitating daily tasks for experts in the field. Process modeling facilitated the acquisition of the…
In three years, the Espoo city Procurement Center transformed its operating model to meet the needs of modern procurement. The new process management model created with the help of Flovio brought the organization considerable benefits such as improvements in both productivity and work atmosphere.
The collaboration between Tikkurila and Flovio began in 2021. A project, divided into three phases, was established to improve the product development process, as well as an operational project organization. The goal of the project was to increase the role of process management in the organization.