Rolls-Royce Power Systems replaces overly complex QM system with integrated management system

The quality management system at Rolls-Royce Power Systems has grown in complexity from year to year, partly due to corporate growth, but also because of new compliance requirements at its various sites around the world. To simplify and improve its quality management system, the propulsion and power solutions provider decided to make a technology change. Technical modeling in ViFlow was replaced by business modeling in BIC Platform. In a joint project with GBTEC, existing process models from the quality management system were automatically transferred to the BPM suite within three months. However, it quickly became apparent that this only solved part of the problem, as the complex legacy processes remained in place. Both management and business users continued to face the challenge of getting their value from the quality management system. This led to a radical rethink and resulted in the company finally initiating the "Go4 50/50" project in 2018. This set the following goals for the new process architecture:

• Entirely restart all customer-oriented processes with the help of management and business users
• Reduce and simplify processes, standardize them if possible, and integrate them into a common, scalable process landscape
• Introduce a central, integrated management system (IMS) for all sites worldwide

As Rolls-Royce Power Systems is a global company in a constant state of change, the new management system needed to be highly scalable and able to grow with the company. To enable a complete fresh start, the company again went in search of software that would both enable intuitive modeling and provide all the features of a comprehensive IMS. In order to facilitate the work of the employees, the benchmarking focused especially on user-friendliness for users and modelers. GBTEC perfects precisely these requirements in its cloud-based BPM suite, BIC Platform. The software's functionality and GBTEC's services to date convinced those responsible, so they decided to replace the existing management system and roll out BIC Platform globally. The simple tool handling and the resulting quick orientation for the users were two of the main reasons for the decision in favor of BIC Platform.
With clear delineations through self-defined end-to-end sections, the structure of the IMS was completely rebuilt in BIC Process Design, the process modeling module in BIC Platform. Efficient corporate management, which in future will be able to manage all locations worldwide, was a particular focus. In order to integrate all users into the internal project and to increase the understanding of the system, the contents of the individual business processes were created in a predefined framework together with employees and subject matter experts.