Quotations
“Change is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change”
Charles Darwin
“Data is directional, Change is emotional”
Dan Feliciano (GE MBB) “Uncertainty and mystery are energies of life. Don't let them scare
you unduly, for they keep boredom at bay and spark creativity”
R.I. Fitzhenry "Anyone can make the simple complicated. Creativity is making the complicated simple."
Charles Mingus
"The world is moving so fast these days that the one who says it can't be done is generally interrupted by someone doing it."
Harry Emerson Fosdick
"Failure is simply the opportunity to begin again, this time more intelligently."
Henry Ford
"Never mistake knowledge for wisdom. One helps you make a living; the other helps you make a life."
Sandra Carey "No great discovery was ever made without a bold guess."
Isaac Newton
"Control without action is simply a hobby."
Kauru Ishikawa
“ Problems breed problems and the lack of a disciplined method of openly attacking them breeds more problems."
Philip Crosby
“An old error is always more popular than a new truth."
German Proverb
"You can't do today's job with yesterday's methods and be in business tomorrow." "We are what we repeatedly do. Excellence, then, is not an act, but a habit."
Aristotle “Change is disturbing when it is done to us, exhilarating when it is done by us”
Rosabeth Moss Kanter, Harvard Business School
"Survival is not compulsary. Improvement is not compulsary, but improvement is necessary for survival"
W. Edwards Deming “To achieve Quality there is no substitute for knowledge”
Deming “An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.”
Jack Welch “Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives.”
William A. Foster "Once we accept our limits, we go beyond them" Albert Einstein "Impossibilities are merely things which have not yet learnt" Charles W. Chestnutt "A stumble may prevent a fall" Proverb "While all can see the tactics by which the battle is won, none can see the strategy by which the enemy is defeated" Sun Tzu, The Art of War " When we quit thinking primarily about ourselves and our own self-preservation, we undergo a truly heroic transformation of consciousness" Joseph Campbell
Process Design & Improvement
The Lean Construction Journal in a 2009 white paper shows the ratio of non-value-added or wasteful activities in a typical construction project at 55% to 65%. More typically, most organizations have an equivalent of 30% of their revenue that is hidden in waste, error, rework, fixing mistakes, and other non-value-added activities. Even if your organization is financially healthy, wouldn't you want to regain some of that 30%?
Our extensive experience in process management is drawn from application of Lean, Six Sigma, TQM, Crosby and EFQM model, ISO standards and related tools and best practices in hundreds of projects. Our active knowledge search and ongoing involvement in the Quality and optimization field is part of our commitment to ensure the most up-to-date information is transferred to our clients.
Our services in the area of Process Design & Improvement include but are not limited to the following:
- Business case development for improvement initiatives
- Process audit, and evaluation of its capability and cost
- Process management training (Six Sigma and Lean)
- Designing new processes
- Process mapping
- Voice Of the Customer (VOC) capture and integration
- Process metrics definition
- Process streamlining and integration
- Process benchmarking (comparing how well your process perform with respect to best/its class)
For information on project cases and to discuss your specific needs please contact us.
Some Explanations and Benefits
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Process mapping is a visual representation of your processes at different levels in swimlane, functional, or visual stream map. The benefits of a detailed view of your end-to-end business activities through process mapping can provide a better understanding of your operations and its major steps, help train new employees and provide critical information to customers quickly.
Process mapping also makes it possible to:
- Identify interfaces
- Define roles and responsibilities, and any overlaps therein
- Assess manpower requirements
- Identify cycle time, process time and delays
- Identify customer point of contacts
- Identify duplications and unnecessary activities
- Define controls
- Identify inputs and outputs and internal/external stakeholders
- Define related documentation and procedures
- Clarify process ownership
- Identify missing activities and/or opportunities
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We conduct audits, customer surveys/focus groups, internal reviews, and/or evaluation of your complaints data system to capture the voice of your customers. This translates into valuable information about your customers’ preferences and opinion of your products and services, to help your organization manage strengths and identify areas of improvement.
This data can be used to drive not only tactical improvements to address complaints and needs, generate ideas for new products and services, but also to understand your customers' behavior in order to better satisfy, retain and provide value to them, and thereby increase their loyalty and satisfaction
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In short, Lean is a methodology developed by Toyota Production System that focuses on elimination of waste in processes to make them more efficient - work that doesn’t add value doesn’t get paid for. Lean relies on process management to streamline and simplify steps, eliminate duplications and non-value added activities, and prioritize the customer's needs/requirements.
Although initially developed for the manufacturing industry, Lean can be tailored to suit any type of organization. The benefits are tremendous and can be realized and measured in cost reductions, cycle time reductions, quality and productivity improvements.
Once you have done Lean, and established your process (i.e. your process is defined and stable), Six Sigma provides a breakthrough step-by-step approach by phases of DMAIC (Define, Measure, Analyze, Improve, Control) that assesses how well your processes meet established requirements, helps to reduce the defect rate and process variation, and enhances accuracy and consistency of performance over time.
Those companies which have embarked on the journey of Lean and Six sigma and have been successful in its deployment, have reported significant benefits in terms of market share, financial growth, and competiveness.
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Developed in Japan, this method provides for a clean and safe environment that will enable a quality job to be executed and prevents waste associated with mishaps and poorly organized work environments.
At the core of the 5S approach, are five action verbs: Sort, Set in order, Shine, Standardize and Sustain.
Benefits as a result of 5S implementation includes productivity of workforce by better use of space, equipment/tools, and cost savings
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Application of Lean Sigma - Case studies
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Faster, better, cheaper: Lean laboratories are the key to future survival.
Bryant PM, Gulling RD. http://www.ncbi.nlm.nih.gov/pubmed/16563298
Department of Laboratory Services, Good Samaritan Hospital, Dayton, OH, USA.
Abstract
Process improvement techniques have been used in manufacturing for many years to rein in costs and improve quality. Health care is now grappling with similar challenges. The Department of Laboratory Services at Good Samaritan Hospital, a 560-bed facility in Dayton, OH, used the Lean process improvement method in a 12-week project to streamline its core laboratory processes. By analyzing the flow of samples through the system and identifying value-added and non-value-added steps, both in the laboratory and during the collection process, Good Samaritan's project team redesigned systems and reconfigured the core laboratory layout to trim collection-to-results time from 65 minutes to 40 minutes. As a result, virtually all morning results are available to physicians by 7 a.m., critical values are called to nursing units within 30 minutes, and core laboratory services are optimally staffed for maximum cost-effectiveness.
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