NM MEP began the transformation process by helping CP&C employees map value across both the manufacturing and administrative functions. The company added mobile technologies into the error proofing and order fulfillment processes, and within 90 days was improving cash flow and materials supply. NM MEP trained CP&C employees to see the total workflow and attendant administrative steps, which led to innovations in linking back office documents with on-site field work. The company worked to error proof the information flow through the order intake, quoting, supply management, and customer fulfillment processes.
Next, NM MEP helped CP&C to establish an assembly line, impacting the entire value stream. The improvements brought savings to the company in materials, time, fuel, defects, and avoided investments. Finally, the CP&C team took a look at their beliefs about the company, establishing their "Why" as a firm and deploying the messaging in the marketplace. With clearer messaging, the company won a significant new customer and entered into a niche market in high-value art that was not previously part of CP&C's revenue stream.