Lean Business Processes & Systems Consulting
Service companies may be put off by the terminology originating from the Japanese Automotive Industry. Experience shows that these perceptions should not be barriers for utilizing Lean. It works equally well for service, hospitals, manufacturing, small companies, or large companies within the complete spectrum of revenues and expenses.
The heart of it all is very simple. In fact, it’s just good business: start with the customer—no revenue, no company, just the customer. Do you actually know what the customer wants? Have you asked? How much effort does it take to produce what your customer wants? Do your people respond to the customer the same way when situations recur?
Linking the Organizational Architecture to the Customer
Each department in an organization should know where it fits in the organization and how it lines up with what customers want. Like architectural drawings of a house show how all the parts fit together, a business architecture is a diagram—a visual—linking customers, business processes, and support activities. The picture focuses on processes and customers—not departments.
People working in traditional functional organizations often have difficulty in seeing how their work relates to other departments and, more important, how their work relates to customers. This is especially true for centralized service units such as technology, operations and finance.
Business architecture forms a foundation for many management practices and programs including Lean. Compensation and incentives can be based on performance measures generated during Hoshin Planning and aligned with processes. Customer research can be redirected. Products can be reviewed for their effectiveness in the processes that customers care most about. Technology projects can be redirected, accelerated or killed.
A picture is better than a thousand words—”process mapping”
A core principle of customer strategy is understanding how the customer aligns to customer touch points and internal processes supporting those touch points.
Left to their own devices, employees doing work will always think there is one right perspective, their own. Rarely do people see themselves as working in the same process to satisfy customers. The more departments you have—even if there’s only one person in each—the harder it is for people to see how work fits together to create customer delight. People need a road map; but we call it a “process map.”
Process mapping takes the business architecture structure and Hoshin planning techniques to the next level by accurately depicting both current and future environments. Creating these diagrams is a dynamic and iterative process. Start with sticky-notes and a black marker. Such basic tools are used to develop the drawings. Get the current environment right by going and observing.
Delta Concepts Offers You “Tried and Tested” Solutions to you Business Process Needs
Substantial wastes are generated away from the shop floor and in some cases can account for up to 70% of the total wastes identified across the organization.
Delta Concepts has broad capabilities in business process management, process improvement, enterprise-wide transformation and performance management leading to highly innovative solutions to clients’ issues and needs.
Our “hands-on” approach touches all aspects and levels of an enterprise and our “high velocity change” process coupled with a collaborative, results-oriented approach generates a higher degree of “buy-in” and adoption, even in the most challenging environments.
Our approach generally takes the following form:
With our approach and wealth of business leadership experience, Delta Concepts produces results. Often produces the following results: