Recreating the Wheel is for Cavemen!
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The document discusses how organizations can achieve excellence through process improvements. It recommends that companies streamline processes to free up resources, reduce costs, and improve efficiency. A 5-step approach is provided: 1) plan information gathering, 2) identify problems, 3) set desired outcomes, 4) map processes, and 5) analyze for improvements. Continuous improvements are emphasized through annual process reviews and a focus on sustainability. The presenters encourage participants to assess their processes and teams to drive effective change.
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Recreating the Wheel is for Cavemen!
- 1. Recreating the Wheel is for Cavemen! How to Achieve Organizational Excellence through Process Improvements Kym Harrington, SalesEdge LLC Candice Benson, Benson Consulting Inc.
- 2. Our Objectives Today Explore how process and a focus on strategy can increase your effectiveness Learn powerful Tools & Techniques Agree to Practice & Implement!
- 3. Presenters Candice Benson Kym Harrington
- 4. Recreating The Wheel is For Cavemen: How to Create Significantly Better Processes In Order to Save Costs, Achieve More & Add Greater Strategic Value to Your Organization Candice Benson CEO, Benson Consulting, Inc Candice@Bensonconsultinginc.com www.bensonconsultinginc.com
- 5. Ground Rules • Participate • Share Generously • Keep an Open Mind • Be Present • Have Fun
- 6. Opening Exercise: ACME Corporation After several years of poor sales and net losses, ACME Corporation, where you are employed, has decided to apply its expertise in the new highly competitive market of Signature Manufacturing. Because there are other competitors in the market with varying degrees of experience, consistent quality and speed matter. This is your last resort. Fail and the doors close forever and your job is gone.
- 8. Your Role – Are you too busy?
- 9. The Honest Truth You are focused on the day – to-day function. You need to spend more time on Operational Improvement and Strategy instead of Function.
- 10. The Honest Truth You need to spend more time on Operational Improvement and Strategy instead of Function. But how when you have so much to get done??
- 11. The Answer? Streamline your Process First!
- 12. What are your Hurdles? • Poor support from Management • Lack of Colleague Buy-in • No measurement of progress • Fear of Change
- 13. The Good News You are Here! You have made the first step.
- 14. What do you need?
- 16. A Customized Process • You don’t necessarily need a specific Methodology • A solid foundation for your systems/tools • Look at your current situation • Identify Roadblocks • Communicate and Engage
- 17. Benefits of Streamlining • Create systems for lower-value tasks • Free up key resources for bigger, more impactful work • Remove the many internal roadblocks to change • Reduce cost, improve efficiency and allow for alignment with business needs and wants
- 18. Reason #1: Happiness • Better Processes in your company lead to happier employees. Happier employees: oProduce Better Product oOffer Better Service oAre much more creative oHave Greater Customer Loyalty oHave Greater Company Loyalty • What that means for your organization? • More Productivity!
- 19. Reason #2: Focus
- 20. Step 1: Make a Plan • Develop a Plan for Gathering Information: oWho is your team? oWhat Process Needs Review? oWhat support do you have? oWhat is your timetable? • Define Scope and Out of Scope
- 21. Step 2: What is not working? • Identify and describe what your real pain point is: oKeep it simple oBe Specific oReally describe what you can’t do and why you think that is the case Example: Our team finds itself working many late nights and weekends 60% of the time as the lead time for completing RFPs is often minimal.
- 22. Step 3: Identify Desired Outcome • Think about how you would like to see it working: oKeep it simple oMake it measurable oReally describe what it is you would like to be capable of doing with this process • Use Business Use Cases, where applicable!! Example: We have increased our lead time by 25% by working more collaboratively with colleagues.
- 23. Step 4: Create your Maps • Identify the Responsible Parties o Who is responsible for performing tasks? • Brainstorm Process Steps o What are the activities performed? • Outline key Decision Points o Where can the process change based on the decision? • Confirm your Start and End Points o Where does your process start and end?
- 24. Step 4: Create your Maps
- 25. Step 5: Perform Analysis • Review the map you have completed and determine what you are still doing that you really don’t need to be doing: oWhy are we really doing this step? oIs the Decision point adding complexity I don’t need? oAre all the Responsible Parties really needed? oWhere can we make improvements?
- 26. Step 7: Take Action • Put your new process into action • Schedule to re-visit the process each year and make changes • Don’t do process just to do process • Continuous Improvement Cycle: Conception, Mastery, Improvement
- 27. So now What? You have a Streamlined Process so what else can you do to really get what you need more quickly?
- 28. Are you focused on them?
- 29. Create Sustainability • Ensure processes are simple and consistent so team members stop circumventing them • Establish a Center of Excellence across the team for continuous feedback • Design for the 80% Solution
- 30. So Remember to ask….. Do I have a Streamlined Process? Do I have the Right Team? Am I Making it about Them?
- 31. Most Importantly Take Action!
- 32. Questions
- 33. Let’s Stay in Touch Candice Benson, CEO, Benson Consulting Phone: 603-488-2025 Email: Candice@Bensonconsultinginc.co m Web: www.bensonconsultinginc.com Kym Harrington, SalesEdge LLC Phone: 888.577.7382 ext. 728 Web: www.SalesEdgeLLC.com Like our Company page on LinkedIn today! You could win $100 amazon Gift Certificate Slide show will be available on company LinkedIn page
Hinweis der Redaktion
- Jeanne
- Because I am a Facilitator I have to start with some Ground Meetings
- Why Did we do this ? Because today we are talking about Change and looking at Continuous Improvement
- 1% Change each day – in 70 days you will be twice as good! Not enough of my clients do this. Move at 80% Ready! Last 20 needs too much effort – Benefit comes from first 80% Use LEWTAN example.
- GRID = Focused not on doing what we have done before better BUT what can we do differently?
- And what is this doing to you??
- A Good Leader knows he/she needs help and goes out to find that help.
- Incorporating Lessons Learned – As Business Changes, Processes change and there is a need for technology to change. Also as technology changes there is a need for a change in the processes.
- Roadblocks – Mention Boat Analogy
- Don’t’ eat Elephant in 1 bite – CHECKLIST --- Where does Sales end and Proposal process start?
- Mention benefit of pulling teams together to create and view. Use example of question out to a team member and response time impacts. DOCUMENT THE VISION>
- What are you missing something you may need? -- This will help you explain the new process and get buy in whether you are explaining to a decision maker (if that is not you) or need to get your staff on the same page. -- This also serves as a constant reminder for you on doing something different today than you did yesterday.
- What can I do to make your job easier?
- Moving away from complexity in program designs toward a simpler, well executed method to core functions (Remember, design for the 80% Solution!)
- Strategy Development is only valuable if it is action-ed