{"id":2395,"date":"2015-11-17T20:54:58","date_gmt":"2015-11-17T20:54:58","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=2395"},"modified":"2022-08-04T10:54:28","modified_gmt":"2022-08-04T10:54:28","slug":"successfully-implementing-a-continuous-improvement-program-in-order-to-cash","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2015\/11\/successfully-implementing-a-continuous-improvement-program-in-order-to-cash\/","title":{"rendered":"Successfully Implementing a Continuous Improvement Program in Order-to-Cash"},"content":{"rendered":"

The large number of processes found in a typical Order-to-Cash operation<\/a> lends themselves very well to being the focus of a Continuous Improvement program.\u00a0 The challenge companies often face is implementing the program properly and then actively nurturing it on a go-forward basis.<\/span><\/p>\n

Recently on a Peeriosity PeercastTM<\/sup>, a major consumer products company with operations across the globe shared their experiences with Continuous Improvement since the program was formally introduced to their Order-to-Cash operation several years ago.\u00a0 As part of a much broader Shared Services organization with a wide variety of process areas included within its scope<\/a>, this Order-to-Cash operation also provides a broad range of services, including the following:<\/span><\/p>\n