We help your people optimise their processes
We take a “whole systems” perspective and do not ascribe in a tools and training led approach; we have seen too many of those interventions wither and die. Nor will process optimisation alone bring transformation. Process optimisation will begin to bring benefit when the organisation starts to embrace a process perspective across a wide range of management activities: from how performance is measured, to learning and development to relationships between functions and beyond the organisational boundaries. Thus, the commitment and visible leadership of the top team in this regard is critical. In short only expect the change if you are prepared to be the change.
Process optimisation or “doing things right” is all well and good; equally important is to ensure that organisations are “doing the right things”. We encourage our clients to study the demand hitting their service systems. A key point of difference between service and manufacturing is the variety of demand; in manufacturing it is constrained by model configuration, in service it is limitless, therefore service systems and their processes have to be designed accordingly. In service systems it is not uncommon to find more than 60% of demand is failure demand (demand resulting from the organisation failing to do something or do something right). If the failure demand is predictable then it is likely, with the right approach that it can be removed, freeing capacity of your teams. It is more cost effective not to do work at all than to do the wrong work right, moreover eradicating the causes of failure at source vastly improves customer experience and avoids situations which de-motivate staff.
Process optimisation and measurement is often presented shrouded in the mystique of high powered statistical analyses. Our experience is that is often a result of what consultancies have to sell as opposed to what your managers need. Our focus is firmly placed on the process challenge at hand, your context in other words. We enable your team to resolve those challenges, using appropriate approaches, and supporting them in such a way that capability is transferred. This may involve some application of statistics; invariably it will require a basic understanding of variation. Our experience is that teams very quickly grasp an understanding of the techniques when applied to their own process data; the insights often astound, the analyses are yet to confound. The challenge of adopting process thinking across the wide breadth of management activity is a far more challenging for organisations than grasping the mathematics required.
What to expect when you do this well…
In addition to transformed performance, what results is a shift in culture, away from reflexion, blame, infighting and siloed introspection. The mindset and language of process capable managers is very different, one inclined towards collaboration, learning and improvement whose activity is aligned and purposeful.
Purpose. Purpose is all-important; the processes reason for being. No amount of doing things better will make a difference if we are doing the wrong thing. Our purpose and thus those of our processes is derived from what customers value, see Customer Purpose
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