‘Strive for continuous improvement, instead of perfection.’
– Kim Collins, olympic athlete
The operational process is the heart of your organisation. If it is optimally designed and implemented, then the chances are that you will achieve your intended operating result.
It is therefore not at all superfluous to have a good look at whether your operational process is in order. Even successful organisations still continuously strive to improve their core activities. This increases efficiency and effectiveness.
How is it going with the internal processes of your organisation?
- Are the objectives of your company clear, so that you can organise processes optimally?
- Who does what exactly? Are all roles, tasks and responsibilities clear?
- Can you improve the quality of your processes or services?
- Is the lead time of your business processes optimal?
If you think it’s time for an innovative approach, we can evaluate the effectiveness and efficiency of the operational process with you. To subsequently change, improve or innovate where necessary. So that the process meets the expectations of the new generation, both customers and employees. Because not only customer demand changes over time, but also the needs of your people.
Thanks to our knowledge and experience in the field of operations, combined with a creative and out-of-the-box mentality, we can create personalised solutions for you and, if desired, also realise them.
Our approach is customised and human. We give all stakeholders, such as employees, support and management, the opportunity to share their knowledge and insights with us, in order to be able to identify challenges and allow stakeholders to contribute to the solutions themselves.
The change of the process is important, but the change of mentality is the most important. This ensures that your company is ‘future proof’. Improving, changing or innovating should not become a project, but a way of working, a way of thinking.
We use the following concepts, theories and models in our trajectories:
It is not a theory, method or strategy. Operational Excellence simply defines what flawless business operations are. Realise your value proposition, without errors or obstacles. We often use the Business Model Canvas for this. Operational Excellence results in an improved output of the operational process in terms of efficiency and effectiveness.
A working method is a means for us to reach the goal, it is certainly not an end in itself. Creating an operational process that works effectively and efficiently: that is the goal. The strategy that we determine for this depends on the organisation and the situation. Customised help. Because every customer and every challenge is different.
When changing an operational process, there are the following components involved:
Start with why!
At the start of almost every project, the ‘Why’ is the first question. Why does the client consider the project necessary and why does the organisation do what it does? These questions make it clear whether the mission, vision, core values and strategy are in line with what is actually being done, thought and communicated.
During these first steps we will also determine what the value proposition is and what the business model looks like.
A day in the life
When the Why is clear, information is collected within the organisation. In this phase, we go to the workplace, talk to stakeholders, observe the existing operational process and maybe even work along with the employees. For this, we use a method of design thinking: A day in the life. Although, in practice, it is usually much more than a day.
For us, a day in the life is the best way to experience first-hand what activities and steps are being taken in the operational process. The advantage: it provides in-depth insight into the process steps, challenges and needs of the stakeholders. The way people work is also improved based on their own information and opinions. A people-oriented method.
With the knowledge that A day in the Life brings us, we make a process flow from the current status. We then map out a new flow based on that, but without the current challenges and obstacles. Together with a timetable, this provides a good overview of the work required to optimise the operational process.
Tools & documents
With the process flow, we then continue to investigate whether the currently used tools and documents are adequate. Starting with the largest bottlenecks or the steps that have the most impact on quality and efficiency. We also try to find new tools that can improve the process or reduce costs.
Sometimes no tools are available and we have to develop them or have them developed. It can be a technological tool, a program, an app/PWA or a simple document template, depending on the purpose and budget.
The required work and the necessary tools for properly implementing the operational process have been mapped out. We then split each step in the process into Standard Operational Procedures (SOPs). A SOP is a small document that describes, in a simple way, how each step in question has to be executed, without errors, in order to successfully complete an activity. It is a good tool for the (introductory) training of employees.
We teach the team how to make, communicate and save SOPs themselves, so that the costs for the company can be reduced and they can gain ownership of the process.
Based on the changes or improvements made to the process, we look at all the job descriptions, often in collaboration with the HR departments. It is important that the structure of the operational departments fully supports the business process.
If it is necessary to prepare new job descriptions, we will use an effective competence model for this. At a later stage, in competency management, we apply it again.
Finally we make a RACI. This model helps to define the roles and responsibilities of the people involved in the process.
Responsible are the people who are responsible for the execution of the task.
Accountable is the only person ultimately responsible and the person who approves the work.
Consulted are the people who need to be consulted, often subject matter experts.
Informed is the person who is kept informed of the decisions, progress and the results achieved.
Then feel free to contact us via
+31 (0)6 52 85 24 85 or [email protected].