The best way to explain the Mcon model is to show a real-life example.
In this short case study, you will experience the model applied step by step on a rather complex process for one of our clients. This will give you insight into how Mcon Services generates value in each step. Also, you will see the end results of our work.
This case study focuses only on the application and results of the Mcon model. If you want in-depth information about the model, please read about it here: Services
Certain confidential information has been excluded due to sensitivity of the content.
We were approached by our client with the wish to digitize their Extra Work process. This was one of their most unhealthy processes with a lot of waste.
For simplicity, the steps are presented in a sequential manner. However, in this case some of the steps were carried out in parallel in order to increase the efficiency.
We will start this case study by presenting the before-and-after situation, and then move on to explain how the results were achieved by using the Mcon Model.
Turnover from extra work orders can be up to 2.400.000 DKK/month from which around 30% was never invoiced, resulting in revenue loss.
90% of all registered extra work orders are being invoiced (This will increase when managers increasingly adapt to the new process). This is an increase in revenue by 480.000 DKK
Communication and negotiation between client x and their clients were taking way more time than necessary and often was never followed up on.
It is now possible to complete an extra work order without any personal contact between the project manager and the client.
There were no concrete records of extra work orders which made negotiations with clients unpredictable.
Data is being gathered from every single extra work order, which gives black on white numbers for analysis and negotiation leverage.
There was no standardized way of managing the invoicing of extra work orders, which required a lot of unorganized inter-personal communication unnecessarily increasing administration- and bookkeeping time, plus resulting in frequent mistakes.
Invoices are created and sent automatically now, which results in way less bookkeeping time and human or communication errors. Once the integration with the bookkeeping system is complete, bookkeeping will only require one click for approval – no manual work.
Additional value for external stakeholders: The administration on the contractor side is reduced as well, since he gets the orders straight in his email and calendar and invoices are generated for him automatically, which also makes his cashflow better because the invoice is sent right after the job is approved.
You have now seen the impact of the digitalization of this process. We will now show how this result was achieved using the 6 step Mcon Model:
Clarification for the process map examples: Colored actions are either automation ideas or actual automated actions.
We had already worked with this client before, so we already had an understanding of their core business. This meeting was directed more towards understanding how the Extra Work process fits into the overall business.
Initially, we got a clear understanding of the process output and which process stakeholders are involved with generating these outputs. It mainly concerned the distribution of certain project information between project managers, contractors, clients, and consumers.
This process was closely interlinked with a few other processes that were already running through our system. Therefore, this process identification meeting mainly revolved around these interdependencies and where we can use data that is already present in the system.
We also analyzed the pain-points and came up with the list from above.
In this step our goal was to get all the details about how the process functions right now. This, we did by arranging a meeting with the key stakeholders and representatives. In this meeting we talked about the sequence of actions, specific information that is being passed between stakeholders, and different conditions and exceptions. We also gather as many optimization ideas as possible. At the end of this meeting we had an initial map of the Extra Work process. This map can be seen here:VIEW
At this point, there was no need for client involvement anymore and the analysis / redesign was carried forward by the Mcon analyst. He included further details to the process, added two subprocesses, and redesigned it with automated features.
These process maps can be seen here:
As mentioned, we had already implemented other processes for the client, so there was already an existing architecture. This architecture was updated with new apps to handle the Extra Work process. The architecture overview can be seen here:VIEW
Based on the process maps and architecture from the previous step, the development was completed. We created 4 Podio apps, an external but integrated custom portal, an integration with outlook for event management, and a total of 93 automation scripts. This was achieved through our agile approach where the analyst and development team committed multiple rounds of testing internally. This facilitated an efficient feedback loop. This loop made it possible to incrementally improve the process and information flow.
After the above, the process was modified further based on the clients feedback. This was possible due to two rounds of testing with the client. Each of these rounds resulted in the discovery of new exceptions and crucial, new information. The discoveries were implemented by the development team to form the final version of the digital process.
All these improvements were of course documented in the process map. You can see the final version of the process here:
Since the Extra Work process was rather complex and included a number of different process stakeholders, an extensive deployment and training phase was initiated. The Mcon analyst prepared a series of in-depth demonstration videos about the system and features. Apart from that, we also created user manuals for the client’s stakeholders and demonstration videos for these. Here is a list of documentation- and training material that was prepared for this phase. You will also find downloadable examples and videos:
The deployment phase lasted around two weeks. During this period, we gathered even more feedback, which was very positive with only a few small changes. The invoicing part of the process will be further automated with a direct integration to the client's accounting system. This will eliminate most of the bookkeeping activities both on the client’s and contractor’s side.
In this step we will work with the client to establish specific reports and KPIs that they need to be visualized and set up the interactive architecture in Power BI or another suitable BI tool.Together with the client we decided that we will wait with implementing this step until the integration with the accounting system is completed and more data is gathered.
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