During the last years a huge variety of Process Optimization methods were discussed on the top floors of company leaders, reaching from BPO to Business Process Costs, BPM, Kaizen, Six Sigma or Balanced Score Card.

The reproduction of success stories in process efficiency enhancement, written in certain business environments, however, can not be warranted by the employment of equal practices. In fact, the determination of the most convenient practice to leverage process efficiency is constituted as the consideration of a multiplicity of factors involving not only size, industry, overhead or final product but also the observance of the soft parameters, such as culture, history, HR or legal form.

Besides the definition of the appropriate method, the performance of its application is strongly affected by the personnel assigned to the implementation.

A widespread, calamitous belief is the occupational aptitude of functional experts for the efficient redesign of those procedures, for which these experts alone bear, in an overwhelming majority of cases, the responsibility since decades. As a consequence of this paradox, enterprises not only miss the exploitation of the full improvement potential but, often, even reach aggravation.

Cuppers Consulting provides the unprejudiced expert-view on companies’ processes, resulting in an objective division into value adding and non value adding activities along with the right strategy for an integrative solution under consideration of all influencing factors.