Sector: textile
Tonickx is a leading light in the Belgian fashion industry.The company designs and produces contemporary women's fashions exclusively for international retailers and internet companies that sell under their own brand name.Moore's project at Tonickx is a fine example of how "the whole is greater than the sum of its parts".The project came about through a pragmatic collaboration between various business units within Moore Belgium.
Moore Expertise:
- AS IS -TO BE study
- Business Process Management (BPM) using Bizagi software
- LEAN method
- QRM analysis
- Root cause analysis
- Process maturity measurement
Client requirement
Tonickx was faced with a backlog in its finance department.There was a lack of coordination between the various departments’ financial processes.The company wanted to be proactive rather than reactive and strive for efficiency by deploying the right tools and techniques,making it possible to focus in more detail on creating added value.
Approach
Current processes were mapped out (BPM) on the basis of discussions with the relevant stakeholders in the finance department.This was the so-called "AS IS study".Problems, inefficiencies and other issues were then analysed in more detail using LEAN and other techniques such as QRM and route cause analysis.Tasks that were, or where not, part of the scope of finance were also examined.Specific recommendations were proposed following the analysis:
- an overview of solutions;
- root causes of the problems;
- risks to be avoided in the short and long term;
- targeted level of process maturity in relation to the company's further growth objectives.
Results
The TO BE situation was then charted on the basis of approved recommendationsand presented to other relevant departments with an influence on finance.Their valuable input introduced further refinements in the TO BE situation.The review showed that many of the recommendations could be put into practice at no additional cost.Better coordination between departments saved considerable time and any non-added tasks were minimised.The backlog in the financial department was consequently eliminated quite quickly.Moreover, specific (TO BE) processes could then be implemented, preparing the organisation for further digitisation.