CAE Australia's Transformation: From Compliance to Performance with Nintex Promapp
Technology Category
- Cybersecurity & Privacy - Security Compliance
- Functional Applications - Enterprise Resource Planning Systems (ERP)
Applicable Industries
- Aerospace
- Education
Applicable Functions
- Quality Assurance
Use Cases
- Leasing Finance Automation
- Virtual Training
Services
- Training
About The Customer
CAE Australia is a part of CAE, a global leader in providing comprehensive training solutions based on world-leading simulation technology and integrated training services. The company employs 8,000 people at more than 160 sites and training locations in 35 countries. Annually, CAE trains more than 120,000 civil and military aviation crew members. The company is committed to transforming their business by embedding continuous improvement into the fabric of their organization. Remi Guillemette, CAE Australia’s business processes and continuous improvement manager, is at the forefront of this transformation, driving a shift towards a culture of continuous improvement and process ownership.
The Challenge
CAE Australia, a global leader in providing comprehensive training solutions, faced a significant challenge when it outgrew its existing business process management (BPM) infrastructure. The company, which employs 8,000 people at over 160 sites and trains more than 120,000 aviation crew members annually, was struggling with a lack of clarity around roles and responsibilities. This lack of clarity was hindering the company's ability to embed continuous improvement into the fabric of their organization. Remi Guillemette, CAE Australia’s business processes and continuous improvement manager, recognized the need for a shift in the company's culture towards one that prioritized continuous improvement and process ownership. The challenge was to find a way to shift the focus from compliance to performance, without compromising on compliance, and to motivate employees to take ownership of their processes.
The Solution
The first step in CAE's transformation was to listen to the 'voice of the business'. The company involved 15 key stakeholders in a full-day workshop to identify their needs and wants for a new BPM infrastructure. This resulted in 16 prioritized requirements, which were then used to evaluate BPM tools. After a stock take of their existing process documents, CAE chose to implement Nintex Promapp, a simple, intuitive, yet powerful tool. They created new online processes in Nintex Promapp and rolled it out to all employees with a fast-paced and entertaining briefing session. To further motivate employees to take ownership of their processes, Remi and his colleagues developed a process management training program. This program, delivered in a one-day course followed by one-on-one coaching, helped the new process experts and owners to define their first process. The company also recognized those who completed the program in front of the whole company, promoting the importance of the newly created roles.
Operational Impact
Quantitative Benefit
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