In my previous role, I spearheaded a project to streamline the order-to-cash process for a manufacturing company. By implementing a new ERP system and re-engineering workflows, we reduced the cycle time by 30% and cut operational costs by 20%. This not only improved cash flow but also enhanced customer satisfaction due to faster delivery times.

I use a combination of data analysis, stakeholder interviews, and process mapping to identify bottlenecks and inefficiencies. For instance, by analyzing transaction data and conducting workshops with key stakeholders, I can pinpoint areas where processes deviate from best practices or where manual interventions are prevalent.

I leverage a variety of tools such as Lean, Six Sigma, and DMAIC (Define, Measure, Analyze, Improve, Control) to systematically address process issues. Additionally, I utilize software like Microsoft Visio for process mapping and Tableau for data visualization to support evidence-based decision-making.

Engaging stakeholders from the outset is crucial. I conduct workshops to gather input, share the vision, and demonstrate the potential benefits through case studies and data-driven insights. By maintaining transparent communication and involving stakeholders in the solution design, I ensure their commitment and active participation throughout the project.

Resistance is often due to fear of the unknown. In one project, I addressed this by providing comprehensive training sessions and creating a change management plan that included regular updates, feedback loops, and support channels. By demonstrating the tangible benefits of the new process and addressing individual concerns, I was able to mitigate resistance and foster a culture of continuous improvement.