A complete current state analysis was done in the institute and B’Risk developed a model procedures manual to standardize and develop the various processes.

A comprehensive enterprise wide business process reengineering covering the branches across India. The assignment included mapping the business processes and building banking best practices. Further, the model developed was also implemented in various branches of the bank.

Business Process Reengineering of the enterprise has helped the organization innovatively implement some of the world class systems viz., production planning & control, kaizen systems, procurement streamlining etc.

Image audit (customer satisfaction survey) conducted across Indian branches to identify the areas of concern from the customer view along with important suggestions to enable the bank branch operations to improve the customer service

Business process reengineering of the business systems of the leading home textiles manufacturer and exporter of India helped the company to structure its operations, organization roles and HR systems.

Alignment of ERP with the business processes assignment and implementation helped the organization to achieve maximum value derivation from the IT investments

Business process reengineering of the ITC distributor helped the company to strengthen its planning systems, supply chain, cash management and related operations. The inventory system was completely reestablished in line with best practices.

Business process reengineering of the business systems of the leading home textiles manufacturer and exporter of India helped the company to structure its operations, organization roles and HR systems.

Established the performance measures for various roles in the organization identified during the BPR exercise and developed a performance measurement system linked with pay scales. The PM system shall be integrated with the IT currently being used in the organization.

Business process reengineering of the business systems of the leading home textiles manufacturer and exporter of India helped the company to structure its operations, organization roles and HR systems.

Business Process & Operating Procedures Standardization assignment has helped AeA to improve the business systems and processes along with automating the education initiative.

Operations Due Diligence has helped Xenos to identify the areas of immediate concern for the purpose of supporting its growth initiatives. A road map of improvement has helped the organization to improve the systems in a a systematic manner.

Operations Due Diligence has helped to identify the important areas of concentration for management for improving the business processes.

Business Process Reengineering of the Administrative Areas has helped the organization in streamlining the operations and transaction flow.

Reengineering the administrative procedures of the state bodies with the objective of computerization for eGovernance Initiatives has helped the government to identify the right way of doing the citizen service deliveries.

Business Process Reengineering initiative to help the bank develop software has helped the bank to enable ERP (internally developed) to gear up to the world standards.

A comprehensive business group wide business process reengineering covering all group companies and braches. The assignment included mapping the business processes and establishing control which was finally drafted in form of standard operating procedures for their key business processes

Business process reengineering of the pharmaceutical manufacturer helped them to strengthen its planning systems, supply chain, cash management and related operations. The business process and control system was completely reestablished in line with the industry best practices

Restructuring exercise was carried out for family managed export business. This was carried out with an objective to professionalize the operations and functionality of their business

Carried out an exhaustive review of business process which was aimed at identifying their current effectiveness and efficiency of the in built controls in the process

Developed the systems to comply with the costing regulations for energy corporations as per the Companies Act, 1956