Businessmap Review

Problem #1: Aligning wide company goals with team initiatives and bringing visibility across all organizational levels.

Prolem #2: Providing a solution to the chaos of email, written notes, and in-person he said-she said.

An amusement park used Businessmap to keep track of the parts and systems of all their rides in multiple locations, resulting in a solution to the chaos of email, written notes and in-person he said-she said.

Before Businessmap, a very small team was trying to keep track of a very large park with multiple locations, systems, and parts. There was a computerized maintenance management system (CMMS) in place that handled most of the workflow, but it was not set up to easily provide feedback to the frontline individuals for non-inventory parts. These orders were being communicated via e-mail, written notes, and in-person, often with multiple parties submitting duplicate orders. It was extremely chaotic and not the optimal approach to their work.

Eventually, they started using Kanban boards for non-stock part orders because much of the other software available took an inventory approach, whereas Kanban managed to cover all non-inventory orders that they would often get.

The frontline technicians were given a tool (Businessmap) that placed information in a central location. It gave them feedback as to the status of their orders, which was very necessary. The unified nature of the system also managed to reduce the number of duplicates in the orders, so their team wasn’t dealing with any waste, in that sense.

They now have one main board where the entire team has access to post requests that go through the same process. Based on the requirements of their work, the amusement park’s team set up their board in the following way:

Requested: Input when non-inventory maintenance need is identified

Lead approval: Initial confirmation

Supervisor approved: Final approval

Sourcing: Research about where it is best to acquire non-inventory element

PO submitted: Secondary request to purchase item is submitted to supervisor

Waiting on vendor: Time is allotted for a vendor to supply non-inventory element

Ready for installation: Element is on the grounds of the park and requires installation

Installed: Non-inventory maintenance complete

Problem #3: Optimizing an exhausting work process of a lean and agile consultancy company.

A consultancy company offers open courses and also in-company courses for those organizations that prefer to take them privately. They complement their offer with consulting service to companies where they accompany the client in their transformation and in the implementation of agile methodologies within the customer’s business.

When they decided to implement Businessmap, they had the strategic objective of ensuring sustainable growth as a business. They wanted to be able to manage the work in a comfortable and transparent way for the entire organization and to improve their way of working as a team and company.

With the help of Businessmap, they are now organizing the training preparation, the work for clients, the administration, the process of publication of materials, etc. The software helps them improve internal coordination, work more quickly and maintain a true Kanban process. Businesmapallows them to achieve this by implementing work-in-progress limits (WIP limits), visualizing work on various levels, and different workflows.