Telecommunication equipment manufacturer
| Industry | Telecommunication equipment manufacturer |
|---|---|
| Listed or not | Subsidiary of NYSE listed global enterprise |
| Number of employees | 250 |
| Project period | 14 months |
| Name of service | Business Process Reengineering and Implementation Support |
| Issue of the client | The global enterprise derived restructuring after merger. A part of their finance operations in Japan were transferred to regional shared service center (SSC) in Shanghai. However, even after its transfer, the decrease of man hour and resource at the Japan office was insufficient. The client requested us to support analysis on the overall operations, improvement of the business process, and drafting operational manual. And it is also requested to assist its operation by tentatively providing our skilled resources as outsourcing. |
| Our service provided | First, HSL analyzed the as-is operation of financial department by many interviews to its operational staff and carried out detail walk through. Then, we categorized patterns and cause of time wasting procedure and improved the business process. . We realized that the e-mail communication between Japan office and the SSC, especially inquiry from SSC was the main cause of inefficiency. Therefore, we focused on reengineering the communication and transaction process between 2 countries and improved its business process from the scratch. Most of the issues derived from the cause that the local unit and SSC does not share exact and timely information and the local unit's direction and business communication was not standardized. So, we standardized and integrated data format, business template, business schedule that enables to share volume data simultaneously between the downsized unit at Japan office and SSC in Shanghai. We also issued operational manuals for both Japan and SSC operators separately in order to share the result of business process reengineering and to prevent reoccurrence of the same operational errors and issues once resolved. |
| Results of the project | By analyzing problem and error, carrying out business process improvement for it, total man hours of finance operation and communication gap between the SSC and the local unit was greatly reduced. As a result, operational quality was improved while business transition to SSC was in success. |
