Business Process Improvement (23)
Five Ways to a Better Lean Experience
Business Process Reengineering (BPR), Lean SixSigma Improvement, and efficiency seems to be on everyone’s mind these days.
I’d like to share a few comments that might help your experience go more smoothly.
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DENVER (April 2, 2012) - WillowTree Advisors (WTA), a business and change management consulting firm, has been recognized as a woman-owned business with certification from the Women’s Business Enterprise Council (WBEC-West) for the third consecutive year.
The Women’s Business Enterprise National Council (WBENC), founded in 1997, is the largest third-party certifier of businesses owned, controlled, and operated by women in the United States. WBENC provides its world-class standard of certification to women-owned businesses throughout the country.
“I’m proud that WillowTree Advisors has been acknowledged as a successful woman-owned small business,” said Kathryn Douglass, WillowTree Advisor managing partner. “The increased visibility will support our company’s continued growth.”
Douglass launched WillowTree Advisors in 2009 and has 25 years of program management, executive leadership, IT and operations experience. Her team’s value proposition rests on the delivery of big firm results on a cost effective and flexible platform.
WBENC is the nation’s leading advocate of women-owned businesses as suppliers to America’s corporations.
DENVER (April 6, 2012) – WillowTree Advisors (WTA), a business and change management consulting firm, has been awarded a Colorado statewide Lean Six Sigma master services agreement for a series of projects to introduce and manage business-efficiency methodology to achieve improvement of business processes within Colorado State government.
The State of Colorado’s Lean Initiative is based on the fundamental idea that the State can develop a sustainable Lean culture. The purpose of this program is to generate a high level of acceptance for implementation of Lean business efficiency principles as well as identify opportunities to implement Lean principles, plan and host Lean events and identify waste and inefficiencies to create savings.
Governor Hickenlooper: “We understand that government is not a business. Still, we need to apply best practices from successful companies where they make sense. That is why we initiated the LEAN program in almost every state agency, where employee teams are now actively identifying waste and inefficiency to create savings.”
“I am extremely proud that WillowTree Advisors has been recognized as a provider of Lean Six Sigma services for the State of Colorado. WillowTree Advisors is headquartered in Denver and it makes us very proud to work for the state to help improve our government. ” said Kathryn Douglass, WillowTree Advisor managing partner. “We strongly support Governor Hickenlooper’s Lean initiative and are excited to help the agencies improve and enhance the services they provide to the public.”
Douglass launched WillowTree Advisors in 2009 and has 25 years of program management, executive leadership, technology and business operations experience. Her team’s value proposition rests on the delivery of big firm results on a cost effective and flexible platform.
Four Challenges of Managing in a Lean Environment, Part 1
If we have an overarching goal as an organization, wouldn’t it be ‘habitual excellence’? How do we adopt that habit? Since the success of every project, every initiative, every department-wide goal depends upon executive support, it follows that excellence itself depends on management. If we want to create an excellent Lean organization, we have to manage that way – there must be a corollary to Lean operations. We must manage a Lean environment using Lean principles.
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Four Challenges of Managing in a Lean Environment, Part 2
Planning - The Eye of the Storm
Challenge: Maintaining a plan in a dynamic environment
While Leading is the most visible role of the Lean Manager, Planning is often the most invisible. It requires a mix of experience and attention to detail, taking into account the current state and potential or likely changes in the environment.
How Do Momentum and Feedback Factor into Lean Management?
The Lean Manager is a student of the game. S/he understands physics and systems theory – recognizing that the conservation of momentum and the feedback control loop are two of the most important laws in management.
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Supplier Evaluation with KPIs
Measuring supplier performance is something that is often done discontinuously, for example, whenever you think performance is lowering or you feel dissatisfied with the supplier.
However, a constant measurement of supplier performance is very important because it allows you to react to problems, prevent disasters, and set new goals. Measuring performance is not just a way to criticize or obtain cost reduction/refunds because of quality problems; it should also be a tool to help suppliers maintain service and build improvement plans.
Moreover, as discussed in the defining requirements post, a requirement can't be expressed just by feelings, because you need to justify what you are telling the supplier and avoid false alarms that can make the supplier judge you as unreliable. Because of these considerations, the starting point is that you and your suppliers need to speak a shared language, embodied in the key performance indicators, or KPIs.
A KPI is a numerical objective measurement that expresses performance from a single point of view. An example of a KPI might be “defects per thousand parts” or “percentage of delays per month”.
The Dimensions of Supplier Evaluation
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Process Evaluation for Waste Reduction
In this post I want to show a method to check whether or not your process is creating value, so you can easily recognize what are your improvement possibilities to eliminate wastes.
This method can be easily used on micro-processes since it is useful to identify all possible wastes.
This method consists in building a simple list of tasks to accomplish in order to get our job done. Then you must assign a category to each one of them.
Categories are aimed to check what is waste and what is not, and what kind of waste they represent.
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Four Challenges of Managing in a Lean Environment, Part 3
Challenge: Knowing when our work is meeting customer needs in quality and quantity
The final task of the Lean Manager is to monitor and maintain performance by measuring it. You may have heard the adage, “what gets measured, gets done.” Unfortunately, the measures typically in place in government are overall costs and little else. Using total cost or total FTEs as a blunt instrument, budget reduction efforts may ensnare your organization in a cost-cutting spiral without a way to defend yourself. What you need is a way to tie outcomes to process measurements. Thankfully, this is how to improve performance as well.
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