- Wise managers think carefully before spending big money upgrading information technology systems, often all that is really needed is some simple process improvement that is a lot cheaper to undertake - process improvement.
- 80% of Customer Intimate service comes from having great processes; yet the processes in most organisations are introduced on a hit-and-miss basis with little thought to how they will affect customers. Some processes originate by design, others emerge informally or become inadequate because they are not changed as business needs change. Therefore, often work is duplicated, undocumented, inconsistently applied, and personality dependent.
- Often processes don't 'belong' to anyone because they flow through several Departments and therefore no single manager has responsibility for improving them. This is a major issue, if, since no one manager is responsible for the process, end-to-end, each manager tries to optimise the part of the process that they see, often at the expense of the performance of the overall process. We end up with silos working away but not working together.
- Achieves outstanding processes that deliver results in the hands of ordinary people; this is better than accepting an ordinary process that requires the heroic efforts of outstanding people to succeed.
- Organisational speed. Speed is an important determinant of success, and speed is caused largely by streamlined, customer focused processes.
- Organisational structures based around key processes rather than around functions. Think horizontally not vertically.
- Everyone responsible for quality and service. People power to break down walls and simplify processes. It's important that people throughout the organisation participate and become involved in how to improve processes.
- Continuous improvements that create 'mountains from dust.'
- The four Ss: Streamline, Shorten, Simplify, Standardise and Speedup. A small reduction in the number of variables and rules in a process can have a dramatic and nonlinear affect in reducing the complexity of the process.
- Reduced errors. It's far cheaper to prevent errors than to correct them. Zero defects is the only performance standard to aim for in a quality program.
- Improved measures. To measure quality and service because what gets measured is what gets done.
- Awareness of moments of truth within the organisation. Work to strength each moment of truth. Give people tools to strengthen moments of truth.
This product has been developed and is supported by Bruce Holland with help where required from other members of the Virtual Group Business Specialists. Bruce is a specialist in leadership development, Wellington, nationally and internationally. He specialises in public sector leadership and in other large private sector organisations.
All work undertaken by Bruce Holland is guaranteed. If at the end of the program the client doesn't feel that they have received value for money, they may adjust the bill and pay an amount equal to the value they feel they received.
For more information about how you can use our Process Improvement Program give the Virtual Manager a call or ring Bruce Holland direct.
Phone +644 570 0727
Freephone 0800 4 virtual
Key words: Leadership, leadership development, leadership management, leadership training, leadership program, leadership skills