The Case for a Chief Process Improvement Officer

“Leadership: the capacity to translate vision into reality.”

Once a manufacturing organization forms a team that will lead a Business Process Improvement planning process as related to ERP selection, who will serve as owner?

While the make-up of core team members is important, the team needs a designated leader – what we like to call a Chief Process Improvement Officer.

When a process owner directs the initiative, ERP selection will go better, but process improvement doesn’t end with ERP implementation.

It’s not just about how processes affect business technology systems; it’s also how effective the processes are in a manufacturing facility or in a business function, within logistics, shipping, quality and other functional areas.

The business process owner leads the team in identifying all of the business processes in the enterprise impacted by a new solution.  The leader should solicit input from business process owners by function within the company. As an example input comes from:

• Controller for costing and general ledger processes
• Credit Manager for credit and accounts receivable processes
• Customer Service manager for quoting and order processing processes
• Supply chain manager for S&OP, material planning, and scheduling
• Production/Operation Manager for scheduling, production, shop floor, etc.

Learn More

Here’s a question our team of independent ERP consultants hears often: What’s the best way for your organization to achieve continuous business process improvement?

As manufacturing activity enters into an uptick, how can organizations work more effectively and efficiently to handle new opportunities?

Download a free Ultra white paper that shares five guidelines, including the suggestion for establishing a Chief Process Improvement Officer, for business process improvement planning. The roadmap will help your company achieve true business performance improvement and ROI.