Process Improvement, where the die is cast for your organisation’s performance…
All work, in every business function, from producing the monthly report to dealing with complaints to fulfilling customer demand, is delivered through process, whether or not it is formalised or documented. Your current processes are perfectly designed to give the current level of performance (and expend the resources that they currently absorb), so if you are requiring improved performance and/or resource effectiveness, you should also be expecting to invest in improving your processes; setting ever higher targets and stamping your feet won’t work, sorry. The good news is we all do process improvement every day; we are continually finding better ways to do things. Better still, we find intrinsic reward in doing things better, from loading the dishwasher to compiling the annual budget…
But how well equipped are your people to identify, evidence and exploit process improvements in a professional way across your enterprise? Do they have the capability, knowledge of appropriate techniques and skills to influence others and make change stick? Do they have the time, “space” and mandate?
Operational Strategy – Customer, quality and value
Maybe you have had a go at bringing focus to process improvement in the past and the impact fizzled out over time? You are certainly not alone if this is the case. The essence of process improvement is delivering what the paying customer wants – quality – and only what they want, with unimpeded flow, minimum of hand-offs and ever-improving effectiveness – value. Simple, and something that you might expect to find at the core of any organisation’s operational strategy. Strange then, that there are so many distractions away from customer, quality and value in organisational life. Senior Managers, stakeholders, shareholders and political agendas can all be very demanding, quite apart from chasing budgets and targets which most managers would say is a full time job in itself.
Making process improvement a core capability
At BPS we recognise this, and would like to help you develop a plan to (re)introduce process improvement. A plan that not only survives amongst these competing demands, but one which flourishes as it is integrated with other management activity, not an add-on. With effective and ever-improving processes you might be surprised how many of those other “reactive” demands simply dissipate. Why not get in touch to find out more, we will give you a damn good listening to and will provide up to half a day’s support without obligation.
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