Proposal for Discussion - Process Innovation

(accelerated process improvement)

In these challenging economic times, organisations are looking for big improvements in productivity, substantially reduced cycle times and significant cost reductions. So where does one look?

How about Process Innovation?

Process Innovation is our unique and well proven ‘Innovative strategic process re-engineering’ that delivers fast recommendations and a business case for vastly improved processes within 3-4 days.

Process Innovation is much more than process mapping, root cause analysis, problem solving and defining an improved process that Process Re-engineering is known for.

Below is an outline of Process Innovation demonstrating the value of this wonderful tool (IP rights of Benchmarking Partnerships).

Process Innovation has a results orientated front end - where new improved processes generally addressing customer and other stakeholder current and future needs, cycle time, defects, productivity or costs are based on real data informing the new/proposed process.  Then action planning with the sponsor and deployment team driving the needed changes is delivered with a project plan engaged with a supporting communication and monitoring plan. Following the implementation of changed new process/s there are wonderful opportunities for benchmarking to further improve.

Process Innovation has a collaborative and strategic back end – where ‘systems thinking’ modelling is mapped with the executive and stakeholder groups of an organisation, topic, process or projects from a vision to show the connections, sub processes and outcomes for customers/key stakeholders from inputs and suppliers of sub processes. Our facilitation aligns all of this work to your strategic and/or business plan. Relationships are also mapped to ensure the climate, team work and partnering culture is known.

Process Innovation is unique in the middle – where lean tools other improvement tools are taught in action and guided with our facilitation for the improvement teams for issue identification, resolving bottlenecks to front end outcomes, data collection, statistical thinking, problem solving and prioritisation  for mapping a very much improved process. Creative thinking is employed to design new sub-processes applying Pareto to address the most important and most urgent bottlenecks to KPI delivery and innovative opportunities.

So Process Innovations front, middle and back end’s are innovative - so innovative that we can deliver often a business case and action plan for 30- 50% savings of costs, productivity and cycle time reduction , plus innovative solutions and all within 3-4 days. In these tough times, this proven and uniquely facilitated process saves you lots of time and money plus your improvement team has the skills/competencies to do it again (because we work with your team developing your capability all the way through, and not as consultants!) to conduct their own Process Innovation on other parts of your business.

So what does Process Innovation look like?

 Here is our baseline flowchart.

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In summary, the key steps of Process Innovation then are:

  1. Select the Key Priority / Cross Functional Team of Influencers
  2. Mission / Vision / Values for the Process (aligned to Strategic Plan)
  3. SIPOC / Define KEY KPIs
  4. Map current process – identify Blockages and Opportunities to achieving Values, Mission, Vision & KPIs
  5. Pareto Blockages and Opportunities (80:20 Rule)
  6. Innovate New Process & Map it – Pareto only
  7. Business Case plus System / People / Customer impacts
  8. Recommendations Accepted
  9. Implementation and Review
So how might this work for me in my organisation?

PHASE 0 – systems modelling of your business if required to identify the core process most needing innovation

PHASE 1

Day 1- PLANNING WORKSHOP – STRATEGY AND STAKEHOLDERS. Meet with members of the Executive and stakeholder reference group to:

Conduct a facilitated systemic modelling workshop. A starting point is usually a known problem area or project needing attention and  defining a shared understanding of a vision and mission for the core process aligned to the organisation’s overall vision/ mission. We would then facilitate the SIPOC  (Suppliers, Inputs, Processes, Outputs and Customers and other Stakeholders) components as well as mapping various organisational relationships. Essentially, the Systems view of the organisation is about understanding the connectivity and ‘who we are’ and ‘where we are’ in the organisational system, which when pictorially drawn,  examines Suppliers and their Inputs, core Processes and their Outcomes delivered for Customers and other stakeholders. By examining the needs of Stakeholders, relationships need to flourish to deliver Service, the SIPOC analysis is able to quickly identify the desired Outcomes and KPIs, confirm the Core Processes that are enabled to deliver the Outcomes and identify and rationalise the Suppliers and their Inputs required.

A systemic model would be composed on this day. The systems modeling (SIPOC) template example is shown below:

SIPOC

A cross-functional innovation team would be formed to be facilitated and to prepare an outline communication strategy and prepare for phase 2.

PHASE 2

(a) Day 2 - EXISTING PROCESSES - BASELINE AND BLOCKAGES – document and review existing core processes. Innovation team members will be familiar with the current process/es. The facilitator will ask various questions to flowchart a detailed process including the separate notation of 'blockages' to outcomes (KPI performance) in the current process/es based on best practice knowledge. Once the processes are mapped, the blockages are cross-checked and aligned against specific elements of the processes. These blockages militate against achievement of the CSF’s (Critical Success Factors) related to outcomes and KPIs developed during Phase 1. They are focused for identifying additional data collection to validate and quantify the blockages, so each can be prioritised for strategic importance, risk and urgency. Agreed Key Performance Indicators (KPI’s) for the new process are drafted.

Lean tools are introduced the team at this stage, so they are equipped with the knowledge of where to look to collect data on blockages and use lean tools for gather data on waste in our 7 waste areas such that non-value adding waste is removed and value added operations are maximised.

7 wastes

(b) Day 3 - NEW PROCESSES – INNOVATION  - Data is collected by the team for this day and blockages are prioritised.

Clear thinking led by the facilitator focuses on the core process outcomes from Day 1, CSF's, stakeholder needs, and best practice knowledge. A new innovative set of processes are identified and mapped with the innovation team to deliver the outcomes and KPI's for various stakeholders. The KPI's are then fine tuned for the new process/es. The innovation team is then facilitated to identify changes required to organisation structure, management practices, roles, training and development, internal teamwork, working environment, IT systems, consumer education, internal and external communications etc. The significant improvements are often where innovations are introduced to enhance customer focus and cycle times, and costs are reduced whilst productivity improvements are enhanced and waste is eliminated. Necessary but non value adding activities are minimized and value adding activity is maximised!

Finding resources

(c) Day 4 - ACTION PLANNING - The team meets with the facilitator to ratify the new and much improved processes. The team will agree on an implementation action plan and an agreed communication plan from the overall  communication strategy at Phase1. The action planning is based
on a business case with cost/ benefit analysis grounded for sustainable gains. The team will have enough input here to pull together a full recommendation plan for the executive. The team would brief the executive on outcomes before the end of Day 4.

RECOMMENDATIONS REPORT- Optional additional cost for internal ownership of the innovation team to bring the report together as they as part of the business for engaging ownership to drive improvement.

Commercial Proposal

Rates (in Australian Dollars) $690 plus GST per person per day - minimum investment is 4 people . This investment does not include tailoring or IP transfer for on-use within your organisation apart from use within your organisation only by course participants. Please contact us for a special discounted quote for a large number of people. A 25% security deposit will need to be paid upon agreement to proceed. Pre-agreed travel and accommodation for our facilitator/s will be invoiced at cost. Simply complete the expression of interest form below, and we will contact you to discuss your needs, thankyou.  

Conditions

Your organisation to provide the venue and catering including equipment like computer projector, electronic whiteboard, post it notes, flip charts and pens. Your organisation to print materials provided by us prior to the workshop in electronic form. Your organisation to capture notes / outcomes from each day via a scribe.

We trust this meets your needs and we are happy to customize this proposal further to suit specific requirements.

Please click here to proceed to the registration form, to order or to express interest

Topic: Process Innovation
Dates: In House at a time to suit you

Phone: Bruce Searles +61 418 267 794 or Anton Benc 0409 145 033

 

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