Lenovo improves its customer satisfaction rate through a ProcessMaker implementation
Customer Company Size
Large Corporate
Region
- America
- Asia
Country
- China
- United States
Product
- ProcessMaker Workflow and BPM
Tech Stack
- Cloud Computing
Implementation Scale
- Enterprise-wide Deployment
Impact Metrics
- Customer Satisfaction
- Productivity Improvements
Technology Category
- Platform as a Service (PaaS) - Connectivity Platforms
Applicable Functions
- Business Operation
Use Cases
- Process Control & Optimization
Services
- System Integration
About The Customer
Lenovo is a $21 billion personal technology company and the world’s second-largest PC vendor. It is listed in the Global Fortune 500 and has more than 26,000 employees based across the world, serving customers in more than 160 countries. Lenovo has headquarters in Beijing, China and Morrisville, North Carolina, U.S.; major research centers in Japan (Yokohama), China (Beijing, Shanghai and Shenzhen), and the U.S. (Morrisville); and manufacturing plants around the world, from North Carolina and Mexico to India, China and Brazil.
The Challenge
Lenovo, a global technology company, was facing challenges in its customer fulfillment department. The department was relying on unstructured email communication, which was inefficient and led to unnecessary correspondence. The company also recognized the need for inter-department collaboration within a cloud environment to further streamline communication. With over 26,000 employees serving customers in more than 160 countries, the company needed a Business Process Management (BPM) solution to address these pain points.
The Solution
Lenovo implemented the ProcessMaker workflow and Business Process Management (BPM) solution in three phases. In the first phase, ProcessMaker was tested with a small department of 16 users working with nine processes. The aim was to discover if ProcessMaker could solve the email communication pain point. In the second phase, ProcessMaker was deployed into a second department with a user base of 25 users and 16 processes, including a Lean Six Sigma project. The final phase involved rolling out the application to a user base of 90+ users, across 20 processes. One of the biggest achievements in this phase was to reduce one internal process from six days to two days in length. The last step of this phase was to transition the Lenovo solution to the cloud.
Operational Impact
Quantitative Benefit
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