The organization processes is today a prerequisite for any organizational intervention. It has in fact reached the realization that the traditional instruments (organization charts and job descriptions) are likely to create a dangerous rift between the way “in which the company operates” and the way that “should work “for their customers.
Customers fact “through " the company for only a few processes that affect them (directly or indirectly ) and do not see , so they are willing to pay for a number of non-core processes .
The flow value is the concatenation of the processes through which the customer through the company and for which it is willing to recognize a price. The mapping of business processes allows us to understand how a company creates value for the customer and if the value created, is able to provide a real competitive advantage countable and sustainable in the end.
The Business Process Reengineering or re-engineering processes based on defining scenarios as- was , as-is , should- be, to-be that guide management through a rigorous process of reorganization supported by software tools able to explain , simulate , check and verify the results through statistical analysis.
Because the process becomes the unit of analysis in the design of the organization requires 2 elements:
> must have clear input and output
> Must be self-contained i.e. it must contain all the necessary resources in-house
When these conditions are met, you can use the techniques of systems engineering to study the relations that exist between input and output between cause and effect.
In Parthian, you define the "business model" that specifies:
> How the company creates value that is through what processes and what relationships between them,
> What are the key performance indicators that define the production of value - these are the on-board instrumentation to guide the company
> How to align strategic, tactical and operational in a coherent system of actions and decisions
A model widely used in the Business Process performance is that of the Balance Scorecard.
The performance of the company are analyzed along different dimensions between them related in a system.
Typically, the initial conception four dimensions:
FINANCIAL / ECONOMIC -> MARKETING -> OF OPERATION -> INNOVATION / DEVELOPMENT
The Operational Excellence is ' a new vision of the company that combines the efficiency of production a boost to innovation and to environmental sustainability.
"The companies beat the crisis and grow; opening new scenarios for the future, only if really will aim for excellence in operations." In addition, 'this is the starting point of the practices of operational Excellence
Strategies to optimize the business management operational Excellence offers something more and different than models such as the Lean thinking , but also of Six Sigma , World Class Manufacturing .
Operational excellence is a philosophy of leadership, teamwork and problem solving resulting in continuous improvement throughout the organization extended to the supply chain by focusing on customer needs and is based in part on tools and methods of quality improvement as the just- in-time, kaizen, flow, Judoka, and Heijunka or takt time, but also the ability to make innovation and environmental sustainability.
The pillars of operational Excellence are:
• Respect every individual
• Lead with humility
• Seek perfection
• Assure quality at the source
• Flow and pull value
• Embrace scientific thinking
• Focus on process
• Think systematically
• Create constancy of purpose
• Create value for the customer
We help companies to develop the ability to change continuously, without being overwhelmed by the pressure that involve new ways of working and without hindrance to daily business activities.
The long list of challenges that organizations face include:
Reduction of the workforce.
Stagnant stock price.
On and global competition.
As they are different, however, all of these challenges have in common one fundamental business imperative: Improve workforce productivity.
To be productive today, a workforce has to do much more than simply “work hard " and increase the yield. Should introduce and bring up to speed quickly new business processes and new technologies; acquire new skills and learn new procedures quickly; and increase efficiency to continuously reduce operating costs. At the same time, the company must be able to manage and support that type of productivity at all levels of the organization.
Productivity is the result of the interaction of many complex and interrelated factors, from technology and processes to cultural systems, incentive and recognition. To boost productivity, companies need to manage these factors in an integrated approach. In addition, if you want to create an environment that is full of stimulus to productivity, should ensure that they interact at all three levels of the organization - business, labor and individual.
The objective of Change Management is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes and application infrastructure. It is particularly important that the Change Management process have a good visibility and open channels of communication within the organization, in order to facilitate a smooth transition when a change is in place.
Change Management is responsible for the management of change that involves all the business systems