CEM operates as a process-driven unit. Orders come in regularly from an established customer base, and finished products are continuously delivered. Ensuring a smooth workflow is crucial, as necessary tasks must be completed every day.
Martin began working on CEM in mid-July, when he returned from his early summer vacation. While many colleagues were still on holiday, he had the opportunity to focus on structuring the business line. He mapped out a management system, gathered information, and reviewed processes, starting with meeting practices.
“In early September, we held a two-day workshop with key personnel, where we outlined the essential themes, areas for development, and goals for the business line over the next few years,” Martin describes the initial phase of the transition.
CEM improves customer service, delivery accuracy, and cost efficiency
The restructuring at Arnon aims to enhance customer service, delivery precision, and cost efficiency. According to Martin, the production throughput time is a key performance indicator for the process.
“When our background processes operate more efficiently, a task that previously required 20 or 15 calendar days to complete might now finish in just 10 days. Of course, improvements in processes can also accelerate the actual work, but what truly makes a difference is having proper documentation and all necessary components ready,” Martin explains.
Customers have responded positively to the change.
“Many are curious about which business line their orders belong to, and we go through the situation together.”
A shared view of operations helps achieve goals
Reporting for the CEM business line is now easier to develop. The operational status and goals should be clear to everyone at least weekly, ideally even daily.
“I believe that people want to succeed in their work. When everyone understands the goals and knows the current progress toward them, they also have the opportunity to contribute to collective success,” Martin states.
For this reason, Martin does not want reports to be hidden in computer files. The most important metrics are displayed on a lean board for everyone to see and are discussed in morning meetings.
“We have a dedicated and enthusiastic team. Naturally, not every day goes perfectly. Mistakes occur, and sometimes decisions are made based on faulty assumptions, but that’s alright. We reassess, try again, and learn from the experience. Personally, I believe that the specific path we choose is less important than ensuring we achieve our desired goal,” Martin reflects on his leadership philosophy.
The current situation appears promising: the ambitious goals set during the autumn workshop for 2024 have been achieved, allowing CEM to begin the new year with a fresh start. The customer experience themes outlined in the autumn workshop continue to be a priority: customer communication, keeping promises, and delivery precision.
