Process

✅Is your company challenged when handing off processes from one stage or department to another, costing you money, time or confusion?
✅Are you bombarded with employee or customer complaints and frustrations?
✅Are bottlenecks in your company causing disruption and delays?

If you answered “YES” to any of the questions above, you are most likely experiencing commonly occurring process deficiencies. These shortfalls generate unnecessary cost, and over complicate processes. In many cases these wastes go undetected or are thought to be less invasive than they really are. The GAP Analysis can expose those unknowns and show just how they affect the bottom-line.

Processes generally-cross over between stages or departments in an organization. As this flow-through occurs, there are usually breakdowns in communication or expectations. Review the example of process flow improvement below.

Fix Process Mapping at My Company

Cross Functional Process Flow

Wasted Steps

The process to purchase product via the requisitioning system took 18 steps to accomplish, if the operational system was running optimally it would have taken 6 steps. Additionally, the requisitioning department had to handle this single order 6-times more than was necessary, both purchasing and finance experienced 2 extra steps and there should have been no need for any activity from the inventory department.

Please move mouse over the 📊 to see the stalls. Scroll down to see redesign process.

Effective

Through improvements to the operational system, we were able to eliminate twelve steps and nine interdepartmental interruptions for this single order. Long-term effects, the department supervisors now have improved control of their inventories and production schedules, a provision was established for maintaining secondary resources for purchased product, providing greater assurance of product availability and potential for decreased costs.

Details of Change

Elimination of Stall #1 – Mgmt authorized a change in the company ERP system, setting up permissions allowing supervisors access to their-department Inventory reports, the supervisors now have real-time stock quantities at his fingertips, no delays in authorizing orders.

Elimination of Stall # 2 – With access to inventory, supervisors can maintain their inventory levels to preclude running low or out of stock. Delays from back orders, would have little impact. The added bonus to the company is supervisors maintain improved control of production schedules, by having the appropriate volume of materials on hand.

Elimination of Stall # 3 – Requiring secondary and back up vendors for key product is another method for control of inventories and production schedules. Adding the advantage of shopping for the best price and opportunities to negotiate volume purchase pricing or long-term fix pricing and increased profits.

Elimination of Stall # 4 & 5 – Corrected by action taken in elimination of Stall # 3

Elimination of Stall # 6 & 7 – A/P is now required to monitor vendor credit limits and take a pro-active approach to maintaining open account status, when a problem exists, Mgmt authorized a change to the purchasing system allowing buyers access to vendor credit status prior to placing orders. This change in process eliminates the need for A/P involvement in purchasing of product.

These breakdowns cause a variety of problems:

  • Redundancies (duplications) in the processes or final product/service
  • Customer, vendor and employee hassles (disgruntled team members)
  • Bottlenecks that waste money and time
  • Excessive errors, delays
  • And most detrimental, DISSATISFIED CUSTOMERS

Assured Strategy will work with you and your team to identify, analyze and improve your existing business or operational processes to align them with your Company’s Purpose.

Applying a systematic approach to assess processes, dissect their flow, minimize redundancies and hassles by:

  • Perform a flow assessment
  • Mapping out the physical flow of current processes
  • Streamlining the operations to remove waste
  • Coordinate process changes internally with staff
  • Measuring key monitor points for sustainability

Assured Strategy’s comprehensive approach results in

  • Operational efficiency throughout your Company
  • Improvements to profits and performance schedules
  • Customer satisfaction

Non-Value Process

Activities that consume time & resources,
but add NO-Value to Customer Deliverables

Value Process

Processes that adds a Value to Customer Deliverables

Defects
Products or service and Information delivered to the customer are incomplete, inaccurate or of poor quality
Quality Delivered
Customer receives the exact product or service that they expect for the anticipated price
Waiting
Internal delays: waiting for information, equipment, materials, parts or people
No Delays
Product or service is delivered on time as promised
Under Utilized Talent
Not properly utilizing people’s experience, skills, knowledge or creativity
Right Person Right Seat
Employee roles match their experience and competencies
Excessive Movement
Unnecessary movement of materials, information or equipment
Optimized Process Flow
Processes are continuously improved to assure smooth and efficient work flow
Over Production (Inventory)
Accumulation of product, information, applications, etc. beyond what is required by the customer
Control of Production
Production is planned and monitored to assure quality and quantity
Over Processing (No Value)
Redundant or non-essential process steps that do not add value in the eyes of the customer
Value to Deliverables
The customer finds value from all of the process steps
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