Building Strategies for Reducing Business Expenditures on Sales
UralActive, a leading global manufacturer of polypropylene equipment, has optimized its operations significantly, thanks to its participation in both the regional and federal "Labor Productivity" projects.
The regional project, spanning six months, focused on optimizing all processes related to equipment sales preparation. Participation in the project was free for the enterprise, making it an attractive opportunity for UralActive.
One of the key improvements was the fine-tuning of the sales funnel. The transition from one stage to another now happens automatically, involving all specialists required at each step. This streamlined process has proven beneficial, particularly for the sales of air purification systems, a strategic product that accounted for 56% of UralActive's revenue in 2024.
The work of the sales department, technicians, and designers was transformed according to the principles and methods of lean production. Each employee is now responsible for their own work, and managers can track the progress of orders in the CRM. This shift in responsibility has led to a decrease in the number of employees involved in using the software from 14 to 10.
Moreover, the labor intensity of using the new software has decreased by 30%. This reduction in workload has resulted in a 32% increase in output, a halving of the number of unprocessed client requests, and a reduction in processing time by a third.
RTC experts identified 18 bottlenecks that were hindering effective work and optimized warehouse operations by implementing addressable storage. The sales funnel was integrated with a primary client check based on legal criteria and a system for distributing clients into categories.
The new program, implemented by RTC experts, has reduced work time by five to ten times. This efficiency has led to a decrease in errors, resulting in lower prices for clients and increased sales.
Participation in the federal project not only improved operational efficiency but also fostered a collaborative work environment. Employees learned to listen to each other and solve problems together, reducing conflicts. The federal project served as a model for the entire company, affecting everyone from rank-and-file employees to directors.
In conclusion, UralActive's participation in the regional and federal "Labor Productivity" projects has been instrumental in streamlining its operations, boosting productivity, and fostering a collaborative work environment. These improvements have positioned UralActive for continued success in the global market.
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