|PROCESS DESIGN & IMPROVEMENT
We guarantee 12 month ROI of at least 4x the cost of our services. If there is no ROI, and no compelling regulatory requirement, for what reason are we changing anything ?
Change for the sake of change -- or "Process for the sake of Process" -- should never be considered. Process design and re-design should produce measurable Return On Investment (ROI), or be done in response to a critical need or requirement.
WHAT IS BROKEN?
The most important component of process change is also the most often overlooked. It is very common for an "improvement" to miss the root cause. Our Root Cause Analysis is broad-based, and typically uncovers issues that are not apparent at one or more levels of management.
HOW DO WE FIX IT?
Many times, a process change is implemented in order to fix an issue that is really better addressed by Training -- and vice-versa. After we have identified the Root Cause(s), your team and we will align on a plan to correct the issues and improve the performance (and also the morale, in many cases).
HOW MUCH WILL IT COST?
We prefer to ask "How much will it save?". Typically, we will not take an assignment if we cannot see a way to save your company at least four times our fees within a twelve month period. We want to be seen as a "Profit Center" -- not a Cost Center. We can present case studies of our process changes that produced first year savings of greater than 4 times cost, with like savings in future years.
If there is no documentation, there is no process.
That said, process documentation MUST be carefully designed and created to prevent the unwitting creation of a monstrous maintenance nightmare.
- Policy, corporate procedure, department procedure, and work instructions MUST be independent documents.
- A policy / process / procedure / work instruction that is not documented does not exist -- and this "missing piece" is a legal liability
- Properly separated Policy, Procedure, Department Procedure, and Work Instructions drastically REDUCE the time (and personnel) required to maintain your process documentation.
- Lower level documents must reference higher level documents.
- Higher level documents must provide authority to lower level documents.
- Roles and Responsibilities must be stated