This service prescribes how all the individual units of work must come together to reach the overall process performance goal. Each process improvement prescription will vary based on the size of the gap to be closed. Any prescription could be one of the following choices: 1) improved process management of the “As Is” process, 2) incremental change of part of the process, 3) end-to-end redesign of the entire existing process or 4) replacement the existing process with a new re-engineered one. The new process will exhibit characteristics such as transparency, minimal handoffs and improved clarity around roles and responsibilities.
Over thirty process design principles will be used to assess the robustness of the new process. Techniques such as process benchmarking and simulation will be used to establish competitive performance targets and ensure that the redesigned process meets expectations. New metrics will be introduced to enable a process manager to improve his/her ability to detect bottlenecks, comply with performance thresholds and escalate conditions for timely intervention.
During the improvement phase, our analysts define “To Be” metrics and a management discipline to improve how a process is monitored and managed. This phase puts that design into practice. This phase establishes: 1) who is responsible for capturing the metric, 2) who is responsible for responding to the metric and 3) under what timeframe that response is required to be made. As required, pilot implementations will be run to reconfirm that the redesigned process performed as expected. A program is implemented to obtain process users’ feedback on the efficiency and effectiveness of the new process. This feedback will be used to make any immediate corrections. An ongoing assessment will be implemented to obtain information about the value, quality and performance of the process and to establish a new baseline for subsequent improvement efforts.
Optimizing process performance introduces change into an organization. The practice of Organizational Change Management (OCM) will be followed in order to help transition individuals, teams, and organizations to a desired future state – making sure that the workforce is ready to meet the demands of the changing work place. This element of Process Management provides the skills necessary to introduce a redesigned process and achieve acceptance by the workforce. It practices the different fundamental concepts of organizational change, analyzes an organization’s requirements for developing and running a change management program, and implements the OCM component of the implementation and management phase of a process improvement project.