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Performance Masterbatches Ltd. (link to www.pmb.co.uk) is a leader in the field of development and manufacture of colour and performance masterbatches for the plastics industry. The company strategy identified a need to:
The majority of reporting is used by the 4 main operational areas, Sales, Colour Matching, Production, and Finance. For each of these areas the following was determined:
All reports were assessed by the amount of maintenance effort required to input data, to generate and distribute, and the primary weaknesses identified. The following issues were identified:
A more robust and long term solution introduces a suitable CRM package, preferably as part of an integrated system with finance and production.
A team was formed with representatives from all operational areas that contained a detailed knowledge of the primary business processes. The team were trained in the following:
How to analyse a process, identify each operation within it and define the type of process.
How to present this information in a flow-chart using Microsoft Visio and how to use the common flow-chart symbols.
All key processes were identified and analysed and tasks were categorised as:
Value added (VA) – Activities that directly generate and satisfy a customer need for which the customer will pay
Business sustaining (BS) – Activities that are essential for the business to function but are not value adding.
Non-value added (NVA) – All other activities that are non-essential and are wasteful.
The management gained an understanding of potential replacement systems and their indicative costs to build into future budget plans.