"To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination and marks real advance in science." — Albert Einstein
Don’t let poor business process design frustrate your customers and employees. Drive improved results by focusing on the processes that influence the cost, quality and delivery of products and services.
We believe that
- To improve business process performance you should start with “the end in mind.” Define the customer (internal and external), operational, and financial outcomes that are desired from the effort.
- Process improvements should be win/win efforts. The concept of joint optimization – addressing the needs of customers and employees -- is essential to realizing sustainable workforce productivity improvement and retention.
- Form always follows function. Successful BPI efforts should always start with defining the content of work that needs to be done to achieve the desired outcomes, versus trying to improve process performance through changes in job and organization structure.
- It’s the interplay between work process, people, and technology that result in improved business performance. Improvement initiatives should clarify how people interact with each other, do their work, and interact with technology.
Our Approach
- Clarify process outcomes and specific measures that define customer, operational, and financial performance results.
- Understand the current process by developing a comprehensive map of the "As Is" work content and flow, accountabilities, information, interactions, decision making/governance, and staffing.
- Define process boundaries to clarify hand-offs to deliver products or services.
- Understand the current process by developing a comprehensive map of the “As Is” work content and flow, accountabilities, information, interactions, decision making/governance, and staffing.
- Identify opportunities for improvement by eliminating non value-added work, removing redundancies, improving information content and flow, modifying job accountabilities, clarifying decision making/decision rights, and modifying organization structure and staffing.
- Develop a complete picture of the future “To Be” process that incorporates improvements.
- Stress test the process through simulation to ensure capability, performance, and validation of expected cost/benefits.
- Develop a detailed plan for implementation that effectively transitions the organization from the old to the new process.
Benefits
- Reduced costs and increased workforce productivity.
- Increased customer satisfaction resulting from improvements in quality, speed of delivery, and customer responsiveness.
- Improved profitability.