Improving how a business operates is seen to many as a difficult, long winded and tiresome task. Others see it as a chance to stop, stand back and make some changes to their process in a very practical and immediate way. Many business process improvements are simple, low cost and don't need to be intertwined with an overall 'lean manufacturing' program. This article takes you through business process improvement Phoenix by focusing on the opportunity before you to implement low cost / no cost simple ideas by simply taking a 'time out' from your day-to-day busy-ness.
Using this procedure can assist your venture identify its inherent efficiencies as well as inefficiencies. By actively determing these factors you can re-adjust your procedure accordingly so that you can have a more productive flow of operations.
Customer needs is another factor that must be a focal point. The ever-evolving needs of a customer must be met so that a business can continue to run. Customers are the life-blood of any venture so their feedback and opinion and must be appreciated and honored. Obtaining valuable information from your customers can greatly aid the improvement of your company's service.
BPI reduces the cost to run a venture and the cycle time by as much as 90% and improves overall quality of the investment venture by over 60%. The method works for any type of venture, be it a-for- profit organization, non-profit organization or some other type of association. It was the first methodology that address the service and support process of the venture and was developed at IBM at the request of the president, John F. Akers.
Having a clear focus when you take a time out is essential. An unclear period of time to discuss getting better can work but, in my experience, having a sense of clarity about why you are having a time out can make your time far more effective and productive.
Handling difficult people: During any BPI effort you will encounter someone you probably wish would "go away." You may wonder why they resist the change or display a negative behavior. You should discover the source of your colleague's concern. Forget about BPI for a minute, and try to identify what the person values and then match the benefits of BPI to those values. For example, if a colleague values job security, then you have to show him or her how BPI will enable them to keep their job - perhaps by doing more value added work. Once you match outcomes to values, you can overcome almost any challenge.
So if you are looking to improve a process in your business, be it a production or a service, then consider scheduling some time outs to have the conversations. If you introduce certain tools such as mapping, nominal group technique and brainstorming you can make the sessions even better, but the key is to make the time in the first place.
So, what do you think? Is this a sheer reaction to situations and will top-down, large- scale change initiatives return? Is this the new norm for organizations when it comes to venture and practices improvement?
Using this procedure can assist your venture identify its inherent efficiencies as well as inefficiencies. By actively determing these factors you can re-adjust your procedure accordingly so that you can have a more productive flow of operations.
Customer needs is another factor that must be a focal point. The ever-evolving needs of a customer must be met so that a business can continue to run. Customers are the life-blood of any venture so their feedback and opinion and must be appreciated and honored. Obtaining valuable information from your customers can greatly aid the improvement of your company's service.
BPI reduces the cost to run a venture and the cycle time by as much as 90% and improves overall quality of the investment venture by over 60%. The method works for any type of venture, be it a-for- profit organization, non-profit organization or some other type of association. It was the first methodology that address the service and support process of the venture and was developed at IBM at the request of the president, John F. Akers.
Having a clear focus when you take a time out is essential. An unclear period of time to discuss getting better can work but, in my experience, having a sense of clarity about why you are having a time out can make your time far more effective and productive.
Handling difficult people: During any BPI effort you will encounter someone you probably wish would "go away." You may wonder why they resist the change or display a negative behavior. You should discover the source of your colleague's concern. Forget about BPI for a minute, and try to identify what the person values and then match the benefits of BPI to those values. For example, if a colleague values job security, then you have to show him or her how BPI will enable them to keep their job - perhaps by doing more value added work. Once you match outcomes to values, you can overcome almost any challenge.
So if you are looking to improve a process in your business, be it a production or a service, then consider scheduling some time outs to have the conversations. If you introduce certain tools such as mapping, nominal group technique and brainstorming you can make the sessions even better, but the key is to make the time in the first place.
So, what do you think? Is this a sheer reaction to situations and will top-down, large- scale change initiatives return? Is this the new norm for organizations when it comes to venture and practices improvement?
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