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The ability to react flexibly and rapidly to market changes and challenges is of vital importance for every organization. Our consultancy services linked to the business processes are designed to assist our clients in recognizing and successfully implementing all those operational development tasks that create direct value and make it possible for strategic goals to be achieved. We tailor our services to the strategic and organizational objectives of our clients, always with due attention to the opportunities deriving from their structure and process maturity, in the course of which we place particular emphasis on the sustainability of project results.
Our experts have carried out more than 300 projects at nearly 70 organizations. These projects have targeted the development of business processes and the establishment of systems managing these processes. During the course of this work we have amassed more than 100 man-year of consultancy experience and developed tried and tested, made-to-measure methodologies. All this assists us in meeting the internal and external demands of clients and establishing an operational environment complying with the strategic objectives.
It is the firm intention of AAM to share its practical experiences, both within and outside projects and contracts, and from time to time in a broader professional circle, thereby contributing to improvement in the professional approach. This is why we, as a partner of IIR Magyarország Kft., have held Business Process Management MasterClasses since 2005, with professional programmes also compiled by AAM.
OTP Bank Romania S.A.
Implementing the Six Sigma approach and reengineering five business processes
OTP Bank acquired Robank in 2005 as part of its regional expansion strategy, and under the name of OTP Bank Romania it has since opened many new subsidiaries. Besides this, core business processes were reengineered, for which AAM was selected as a partner. The goal of OTP Bank Romania was to achieve a continuous increase in its performance through process improvement by implementing the Six Sigma approach.
The project focused on five pre-selected business processes. By the end of the project, process performance had increased by an average of 3.5 sigma, process lead time was decreased by 30% and resource utilisation was improved by 25% on average for the five business processes concerned.
The main role of AAM was to provide technical assistance for the project with the active involvement of the managers of the concerned processes. Activities performed by AAM:
- holding process improvement training courses for managers;
- moderating process definition and as-is modelling workshops;
- elaborating a process measurement system, performing measurements;
- analysing processes using statistical methods, defining actual Sigma-level;
- moderating workshops for problem assessment;
- defining and supporting the implementation of improvement schemes.
Due to the well-defined methodology and the results achieved, the project won 3rd prize at the International Constantinus Award in 2007.
The following diagram shows the relationships and ways in which business process management consultancy modules are built on one another.
We offer the following assistance in each module phase:
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Business Process Management (BPM). We help our clients establish the necessary bases for process management, these being a process system, process-oriented regulations and process responsibility system. With our help, business processes become transparent, and light is shed on the company's bottlenecks and hidden reserves. We also devote particular attention to ensuring that the process approach becomes an integral part of corporate operations and culture, thereby making the results sustainable over the long term by building into the consultancy projects competence transmission, culture development, and holding process orientation and process management training courses.
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Business Process Control (BPC). We help our clients make their processes quantifiable. By establishing monitoring points built into the processes and a performance-based indicator system we make it possible for the corporate management to monitor - on a rolling basis - the performance of the company as a whole as well as its separate sections.
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Business Process Improvement (BPI). We help in the optimization, quality improvement and modification of the processes of our clients - therefore any necessary changes occur efficiently and over a short transition period. Drawing on our broad experience, during our projects we always apply the process improvement technique most appropriate to the problem.
Our experience acquired in the standardization of processes is complemented by the EWI WorkFlow solution developed in-house.
Our experts well versed in business process management have in-depth practical skills extending across several industries, in particular the finance, energy, and utilities, telecommunications, transport, public administration, manufacturing and commercial sectors. Based on our wide-ranging methodological and sectoral experience, we are ready to provide our clients with integrated consultancy services extending across the entire organization and sections, or with regard to specific corporate processes.
In the field of Business Process Management (BPM):
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IIR Magyarország: Business Process Management MasterClass Course - As a key partner, establishment of course material in the Business Process Management MasterClass training courses organized by IIR since 2005, presiding over selected courses - continuously since 2005
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Budapest Electric Works, Hungary (Budapesti Elektromos Művek ELMŰ-ÉMÁSZ) - Establishment and introduction of a companywide business process management system - 2003-2004
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Hungarian Power Supply Company (Magyar Áramszolgáltató Kft.) - Establishment and introduction of ISO 9001:2000 quality control system for the basic activity of the company, support in preparing for the audit - 2003-2004
In the field of Business Process Control (BPC):
In the field of Business Process Improvement (BPI):
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Educatio Kht. - Establishment of the Higher Education Information system pursuant to Act CXXXIX of 2005 on higher education, and government decrees 79/2006. (IV.5.) and 307/2006. (XII.23.) on its implementation.
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OTP Bank Romania - Introduction of the Six Sigma methodology and reorganizing five business processes in compliance with the methodology - 2006
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E.ON Energiakereskedő Kft. - Establishment of the processes impacted by the electricity market liberalization and determining the related informatics requirements - 2004-2005
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Central Servicing Directorate (Központi Szolgáltatási Főigazgatóság) - Analysis and consolidation of the activities of the organization, comparison with the provisions in the Operational Regulations, drafting standardized format job descriptions and establishing IT support suitable to maintain them - 2003
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Water Works of Budapest (Fővárosi Vízművek Zrt.) - Full survey of business processes related to the introduction of a new customer service information system and provision of associated BPR methodological support - 2002
Hungary - OTP Bank, Aircraft Maintenance Centre, Aeroplex of Central Europe, Water Works of Budapest (Fővárosi Vízművek Zrt.), Graphisoft R&D, Inter-Európa Bank, Hungarian Development Bank Private Limited Company (Magyar Fejlesztési Bank), Magyar Közút, Budapest Electric Works (Budapesti Elektromos Művek ELMŰ), E.ON Hungária, Ministry of Economy and Transport (Gazdasági és Közlekedés Minisztérium), T-Mobile Magyarország, Public Employment Service (Foglalkoztatási Hivatal), Kopint-Datorg, Nemzeti Tankönyvkiadó, Prime Minister’s Office (Miniszterelnöki Hivatal), affiliate company in Hungary of Wolters-Kluver (Akadémiai Kiadó, KJK KERSZÖV, CIB Bank, E.ON Energiakereskedő Kft., Ganz Transelektro Transport Co. (Ganz Transelektro Közlekedési Rt.), K&H Általános Biztosító, MKB Bank (Magyar Külkereskedelmi Bank), Pantel, OTP Bank, CIB Lízing, MAVIR Hungarian Transmission System Operator Company Ltd. (Magyar Villamosenergia-ipari Átviteli Rendszerirányító Zrt.), ELMŰ-ÉMÁSZ Társaságcsoport, Dunaferr, Procurement and Service Directorate, Hungarian Post Co. Ltd. (Magyar Posta Beszerzési és Ellátási Igazgatóság), Magyar Posta Logisztika, Inter-Európa Bank,
Romania - OTP Bank Romania,
Macedonia - MobiMak AD, Macedonian Pension and Disability Insurance Fund
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