The aim is to be able to introduce "normal" business operations as quickly as possible. And to do that is communication key.
1. Establish the organization Mexico
2. Train the new workforce
3. Run Operations
The aim is to be able to introduce "normal" business operations as quickly as possible. And to do that is communication key.
1. Establish the organization Mexico
Together, we work out a plan how we want to implement the transition strategy. In Step 5, we have already set up the organization team and who is responsible for each area. Next step is to set up a clear structure locally in the organization in Mexico.
In addition, many employees from the headquarter will also face new processes like set up control, kpi’s, meetings, or or handling time differences with the new branch. The aim is to be able to introduce “normal” business operations as quickly as possible. And to do that is communication key.
Together, we work out a plan how we want to implement the strategy. For that, we need a clear structure locally in the organization in Mexico.
We will set up teams who have responsibilities and make people accountable to execute the tasks. A team could look as following:
Project Leader
- Oversees all projects and responsible for the execution of the expansion project. We support him in all tasks
Transfer and Process Leader
- Ensure that all machines, raw material etc. will arrive on time
- Are all processes of the various departments defined and put in place
Integration & Transition Leader
- Is responsible for a smooth integration of the processes in Mexico and that the required quality will be met. Also, he or she is accountable that the facilities will be ready to produce and therefore must transfer the responsibilities from Europe to Mexico.
Communication Leader
- Ensure that all the necessary communications at the new workplace in Mexico will take place; benefits, safety regulations, pay slips, logins, holidays, offices, rules, values, etc.
IT-Leader
- Ensures that internet, intranet, virtual communication will be set up and work smoothly
Office Leader
- Is accountable that the facilities will be ready to produce and therefore must transfer the responsibilities from Europe to Mexico.
- Ensure that all machines, raw material etc. will arrive on time
- Are all processes of the various departments defined and put in place
HR Leader
- Recruitments Mission and Vision Culture Training
Quality Manager
- Is responsible for a smooth integration of the processes in Mexico and that the required quality will be met.
Project Leader
- Oversees all projects and responsible for the execution of the expansion project. We support him in all tasks
Transfer and Process Leader
- Ensure that all machines, raw material etc. will arrive on time
- Are all processes of the various departments defined and put in place
Integration & Transition Leader
- Is responsible for a smooth integration of the processes in Mexico and that the required quality will be met. Also, he or she is accountable that the facilities will be ready to produce and therefore must transfer the responsibilities from Europe to Mexico.
Communication Leader
- Ensure that all the necessary communications at the new workplace in Mexico will take place; benefits, safety regulations, pay slips, logins, holidays, offices, rules, values, etc.
IT-Leader
- Ensures that internet, intranet, virtual communication will be set up and work smoothly
Office Leader
- Is accountable that the facilities will be ready to produce and therefore must transfer the responsibilities from Europe to Mexico.
- Ensure that all machines, raw material etc. will arrive on time
- Are all processes of the various departments defined and put in place
HR Leader
- Recruitments Mission and Vision Culture Training
Quality Manager
- Is responsible for a smooth integration of the processes in Mexico and that the required quality will be met.
2. Train the new workforce
It is crucial to set up plans how we want to start training courses for our future employees once we are ready to start with the operations.
We must ensure that employees have sufficient information and knowledge to execute their tasks as well as data must be available.
It is crucial to set up plans how we want to start training courses for our future employees once we are ready to start with the operations.
We must ensure that employees have sufficient information and knowledge to execute their tasks as well as data must be available.
3. Run Operations
Once everything established, we launch the production which means a successful transition which is fundamentally important for the mobilization of personnel (training, distribution of responsibilities, etc.) and to prepare the teams and individual persons, now the aim is to be able to introduce “normal” business operations as quickly as possible.
Therefore, once everything is established and the facilities and machines are installed, we are ready to produce! There are various factors which we have to look in the operations;
Manage results: KPIs & Scorecard implementation
- Managing the achievement of results
- Setting KPI’s
- Written down goals
- Historical
- Budget / Target
- KPI’s & Scorecard implementation
- Managing the achievement of results Historical
Monitoring KPI’s Work in Process (WIP)
- Machines
- Location
- General equipment
- facilities
Process reviews
- Turnaround times
- Delivery times
- Response rates
- Represents the bulk of the KPIs
Outcome & Output reviews
- Represents the quantity and quality of service and products
- Does everyone have monthly reviews, quarterly reviews - are they aligned with the company's goals?
- Outcomes are the results you achieve from input, process and output
- Outcomes are always dependent on various functions
- E.g. In a call center you want answers for many calls (output), efficient and precise handling of calls (process) and qualified employees with the latest technology (input)
- Quality, Payment, Responsive Management
Forecast
- What investments will be needed
- A non-functioning relationship leads to additional costs and deteriorated service
- What is the demand for products and services, repairs, etc.?
- Sufficient capacity and skills to carry out future work
- Create strong interpersonal relationships at all levels
Reports (performance, progress, audit)
- What investments will be needed
- A non-functioning relationship leads to additional costs and deteriorated service
- What is the demand for products and services, repairs, etc.?
- Sufficient capacity and skills to carry out future work
- Create strong interpersonal relationships at all levels
Conduct Audit Compliance
- Timely compliance with payments, overview of total costs, etc.
- Control of finances
- We will ensure that the safety regulations, bookkeeping, employee rights and all other main aspects will be strictly adhered.
- Communication strategy planned?
- How can employees be relieved of fear
Communication
- Stay informed (communication)
- change of KPIs
- Demand levels changed
- Agreed contracts, KPIs, innovations, implementations, employee performance, etc. should be looked at again and again and checked to see whether they are being adhered to
- Legal basis complied with
- Legal papers together to work
- Completely legally secured
Manage employees
- Manage the employees
- Employee turnover
- Set individual and team goals
- Hiring the right people with the right qualifications and attitudes
- Can employees from Europe work in Mexico without any problems?
- Examples of teams
- Contracts
- Teams formed
- Living the Mission, vision, and values
Manage problems and risks
- Continuous identification and prioritization, tracking, resolution
- Constant problem solving
- Allocate responsibilities to solve them
- High priorities must be resolved first
- Documentation before the problems are solved
- Change of systems
- Backsource services
- If someone leaves, the document is available
- Manage variations
- Including written, verbal and behavioral variations
- Many operational changes can happen during this time, so you may have to renew or change the contract
Manage disagreements and disputes
- Create project teams - depending on the complexity / who carries out which execution?
- Integration team
- Milestones what is being done and when
- Relocation of jobs
- Introduce company values & culture
- New country, new culture - We ensure that your basic values and culture are successfully introduced and lived on site….
Machine maintenance and assets
- Machines
- Location
- All materials available (machines, office, IT)
- General equipment
- Facilities
Reports
- CRM system (customers, marketing)
- Surveys
- Process Approval
- Checklist
- Control by weekly reporting and quarterly audits
- Documentation and audit trails, and report
Total Cost of Ownership
- Total cost of ownership (an estimate of all the direct and indirect costs involved in acquiring and operating a product or system over its lifetime).
- Availability
- Subcontractor Payments
- Trends & Issues
- Ensuring the services
- Can be manipulated easily
- Input reviews
- Do the resources (human & equipment) effectively carry out the work according to the contract
Logistics
- Import & Export
- Domestic logistics
Managing contracts
- Contract must not become out of date! Write new versions!
- Balance power vs. Partnering style
Once everything established, we launch the production which means a successful transition which is fundamentally important for the mobilization of personnel (training, distribution of responsibilities, etc.) and to prepare the teams and individual persons, now the aim is to be able to introduce “normal” business operations as quickly as possible.
Therefore, once everything is established and the facilities and machines are installed, we are ready to produce! There are various factors which we have to look in the operations;
Manage results: KPIs & Scorecard implementation
- Managing the achievement of results
- Setting KPI’s
- Written down goals
- Historical
- Budget / Target
- KPI’s & Scorecard implementation
- Managing the achievement of results Historical
Monitoring KPI’s Work in Process (WIP)
- Machines
- Location
- General equipment
- facilities
Process reviews
- Turnaround times
- Delivery times
- Response rates
- Represents the bulk of the KPIs
Outcome & Output reviews
- Represents the quantity and quality of service and products
- Does everyone have monthly reviews, quarterly reviews - are they aligned with the company's goals?
- Outcomes are the results you achieve from input, process and output
- Outcomes are always dependent on various functions
- E.g. In a call center you want answers for many calls (output), efficient and precise handling of calls (process) and qualified employees with the latest technology (input)
- Quality, Payment, Responsive Management
Forecast
- What investments will be needed
- A non-functioning relationship leads to additional costs and deteriorated service
- What is the demand for products and services, repairs, etc.?
- Sufficient capacity and skills to carry out future work
- Create strong interpersonal relationships at all levels
Reports (performance, progress, audit)
- What investments will be needed
- A non-functioning relationship leads to additional costs and deteriorated service
- What is the demand for products and services, repairs, etc.?
- Sufficient capacity and skills to carry out future work
- Create strong interpersonal relationships at all levels
Conduct Audit Compliance
- Timely compliance with payments, overview of total costs, etc.
- Control of finances
- We will ensure that the safety regulations, bookkeeping, employee rights and all other main aspects will be strictly adhered.
- Communication strategy planned?
- How can employees be relieved of fear
Communication
- Stay informed (communication)
- change of KPIs
- Demand levels changed
- Agreed contracts, KPIs, innovations, implementations, employee performance, etc. should be looked at again and again and checked to see whether they are being adhered to
- Legal basis complied with
- Legal papers together to work
- Completely legally secured
Manage employees
- Manage the employees
- Employee turnover
- Set individual and team goals
- Hiring the right people with the right qualifications and attitudes
- Can employees from Europe work in Mexico without any problems?
- Examples of teams
- Contracts
- Teams formed
- Living the Mission, vision, and values
Manage problems and risks
- Continuous identification and prioritization, tracking, resolution
- Constant problem solving
- Allocate responsibilities to solve them
- High priorities must be resolved first
- Documentation before the problems are solved
- Change of systems
- Backsource services
- If someone leaves, the document is available
- Manage variations
- Including written, verbal and behavioral variations
- Many operational changes can happen during this time, so you may have to renew or change the contract
Manage disagreements and disputes
- Create project teams - depending on the complexity / who carries out which execution?
- Integration team
- Milestones what is being done and when
- Relocation of jobs
- Introduce company values & culture
- New country, new culture - We ensure that your basic values and culture are successfully introduced and lived on site….
Machine maintenance and assets
- Machines
- Location
- All materials available (machines, office, IT)
- General equipment
- Facilities
Reports
- CRM system (customers, marketing)
- Surveys
- Process Approval
- Checklist
- Control by weekly reporting and quarterly audits
- Documentation and audit trails, and report
Total Cost of Ownership
- Total cost of ownership (an estimate of all the direct and indirect costs involved in acquiring and operating a product or system over its lifetime).
- Availability
- Subcontractor Payments
- Trends & Issues
- Ensuring the services
- Can be manipulated easily
- Input reviews
- Do the resources (human & equipment) effectively carry out the work according to the contract
Logistics
- Import & Export
- Domestic logistics
Managing contracts
- Contract must not become out of date! Write new versions!
- Balance power vs. Partnering style
by VOCSO
