PROCESS PURPOSE

The typical situation

In the fog that surrounds 'day to day' operations it can be difficult for an organisation to identify 'broken' processes and wasteful activities. Individuals execute processes differently, which results in an inconsistent customer experience and potentially low service levels.

It is difficult to know which processes should be ‘fixed’, the precise way in which they should be improved, and their true potential. It is also difficult to view the business across functional areas as an integrated operation, to assess with certainty where change should be introduced, and the impact that will result from that change.

Why operational fixes fail

Without a clear view of the whole operation, organisations tend to 'fix' the more obvious problems, sometimes in a piecemeal fashion and without addressing the underlying process causes. These fixes are often a matter of opinion - localised, personalised, sub-optimal and prone to obsolescence if conditions change.

We find organisations that attempt to address all their processing issues on a short-term tactical basis do so at unnecessary expense and with high probability of a rapid reversion to previous inefficiencies. Or they spend large amounts on technology, with insufficient engagement of managers and their people.

The solution: methods, process models, and accredited people

The solution is a combination of a 'Best Practice' view of process, sound methods and tools, plus accredited people.

Our business-wide process model acts as the 'nerve centre' for the entire operating organisation, providing the foundation from which sustainable change and improvement is defined, managed and maintained.

Effective operational change involves using the process model and applying the correct methods and tools to identify, quantify, and then fix operational difficulties.