Customer Profile

Founded in 1992, Vatti Group Co., Ltd. has been dedicated to the kitchen appliance industry for 26 years. As a well-known listed enterprise in China, it has gained considerable international influence. Today, Vatti Group's marketing services have expanded to numerous countries and regions worldwide. With a high-quality global supply chain and a professional R&D team, Vatti has become a Chinese brand that stands tall in the world.

Project Background

The current process management capability of the company is far from meeting the requirements of future global competition and development:

1. The current process architecture restricts the company's ability to expand its market, create customer value, integrate resources, and achieve collaboration;

2. The company's multiple product lines and sales channels share a single process value chain, preventing its strategic resources from efficiently creating value;

3. The operational efficiency and organizational capability of a company are greatly constrained by the operational capacity of its processes;

4. The company's systems and processes are isolated from each other, resulting in numerous pain points.

Project Process

1. Established Vatti's process architecture, encompassing L1 to L3, and a total of 58 end-to-end processes.

2. Establish a sustainable mechanism for process management: process technology, standards, and methodology.

3. Establish the process system and regulations for the marketing management, supply chain management, and quality engineering technology management modules of Vatti Stock.

4. Design the overall interface relationship diagram of the process and provide relevant IT optimization suggestions.

5. Incorporate process management into the BSC-KPI assessment mechanism.

Implementation results

1. The enterprise's ability to decompose and implement strategies and tactics has been significantly improved;

2. The overall organizational efficiency of the enterprise has increased by 26%;

3. A process-oriented organization has been established, enhancing the organization's decision-making and execution efficiency;

4. Established a customer-centric and product-oriented driving mechanism;

5. Established a self-driven hematopoietic mechanism for management and cultivated a group of digital transformation experts who combine processes with IT.