Group50 pushes process reengineering

Group50 Consulting is pitching process reengineering as a fix for outdated operations at middle-market manufacturers and distributors. (group50.com) The firm says it uses cross-functional workshops to identify short-, medium- and long-term opportunities, then builds implementation roadmaps with client teams. (group50.com) Group50 says that work includes business process reengineering, balanced scorecards, Continuous Improvement, Kaizen, customized training and value-stream mapping. (group50.com) Process reengineering is the bigger reset, not the small tune-up. Group50 separates it from continuous improvement by pairing redesign work with restructuring, strategic planning and supply-chain changes. (group50.com 1) (group50.com 2) That framing matches the clients Group50 says it serves. The firm describes itself as a consulting partner for middle-market companies in manufacturing and distribution, with work spanning strategy, operations, supply chain and organizational development. (group50.com) On its current About page, Group50 says it has worked for more than 20 years with middle-market manufacturers and distributors and delivered double-digit top- and bottom-line improvements. (group50.com) The company’s service pages put process work at the center of that pitch. Group50 says business process improvement and process reengineering are specialties tied to “people, process and technology” inside a strategic plan. (group50.com 1) (group50.com 2) Its supply-chain practice makes the same case in operational terms. Group50 says it has managed supply chains ranging from $20 million to $4 billion and markets optimization as a route to lower cost, faster response and tighter alignment with business goals. (group50.com) The message is less a new product launch than a fresh push on an old theme: redesign the workflow, cut waste and execute with the client team. That has been Group50’s sales argument since its 2004 founding. (group50.com)