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Projecting flows and structuring management activity
The Customer
OPCO
Background and objectives
Following an operational merger within the OPCO: desire to homogenize, optimize and structure the management activity co-piloted by the Operations department and the Network Coordination department
assist with team reorganization
quantify to optimize flow management 2023
anticipate the increase in activity and absorb the backlog of cases in progress
Results
Approach / System
Diagnosis and inventory of teams and management flows
Quantification of 2022 and 2023 productivity, projection of 2023 file flows and 2023 processing capacity for all teams (regional/national).
Analysis of managers' daily lives, their jobs and their impressions
Work on scenarios, arbitration and stakeholder alignment
Identify the components of organizational scenarios and their cross-functional issues, with a view to qualifying them.
Recommendations and proposals for team size arbitration
Added value Silamir Group
Modeling of an activity simulator to anticipate 2023 needs, and transfer to HR and Management managers to use as a steering tool.
Arbitration recommendations based on our estimates of the volume of teams required (e.g. renewing short contracts, reinforcing teams, accepting requests for mobility to other activities).
Reflection on the target management organization in relation to customer relations (common base, biases, etc.) to bring stakeholders together on the geographical distribution of activity, centralization or not of management/processing (which system is managed/piloted nationally vs. regionally, etc.).
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