Moving process capabilities to next performance level and increasing process transparency for a fragrance research company.

    Organization Background

    A leading fragrance research company needed to improve its safety assessment throughput significantly in order to satisfy stakeholder demand. With a growing backlog of assessments, the organization needed to increase the transparency of the existing end-to-end processes and improve communication to accelerate the completion of safety assessments.

    Business Challenges and Opportunities

    The safety assessment process has high complexity with varying lead times and external dependencies, which resulted in inefficiencies and a slow-moving process. The existing operations, processes and performance lacked transparency, had low process maturity and many new hires which contributed to the low numbers of safety assessments completed per year.

    In order to improve the process, increase the number of safety assessments and satisfy stakeholder demand, the BPM-D Framework, with its rapid process improvement approach, was applied at the organization. This created the transparency necessary to identify relevant process issues, constraints, improvement opportunities and develop a roadmap to transform the organization’s safety assessment process.


    BPM-D’s rapid process improvement approach was applied to the organization to create the transparency necessary to identify process issues, define process improvements and develop a roadmap to transform the end-to-end assessment process.

    Additionally, to move the process improvement forward, a process owner was assigned to manage and drive value across functional areas, new process performance metrics were implemented, and appropriate work packages were defined.

    Step 1

    Comprehensive assessment of current process challenges and improvement opportunities as related to people, process, technology.

    Step 2

    Documentation of all safety assessment processes to increase transparency and process knowledge.

    Step 3

    Development and implementation of new performance management systems — KPIs, metrics, processes, and prioritized work packages.

    Step 4

    Enhancement of more efficient safety assessment operation model, future-state processes and improvement roadmap.


    • Immediate improvements through pragmatic, yet effective process changes.
    • Operating model changes to increase capacity and throughput by over 300%.
    • Increased process efficiencies and streamlined inter– enterprise processes.
    • Increased transparency through models and dynamic process repository.
    • Lasting capabilities for effective process management and continuous improvement.
    • Eliminate resource constraints and moved process performance to the next performance level.
    • Collaborative approach to ensure alignment and buy-in across the organization and its partners.

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