Method:  Identifying and implementing process improvements
     

Business processes need to be both efficient and effective.  Efficient means using no more resource than absolutely necessary for the outcomes required.  Effective means delivering exactly the outcomes required – with the requirements set by the customer.

The achieve this, knowledge is needed of the following:
     
 How the process operates at present and the extent to which it is meeting customer requirements;
 Changes in operation that would raise its effectiveness to the right levels;
 
Changes in operation that would lift its efficiency without compromising effectiveness;
 How the process would operate with the changes in place and how its performance would be measured.
     

These also represent the major strands within our approach the outcome from which are business cases for the necessary changes and the ability to implement them.  Each strand is explored in a bit more detail below.
  
 1.How the process operates at present and the extent to which it is meeting customer requirements
  We provide you with a clear definition of the ‘as is’ process operation in the eyes of key Stakeholders.  Much is included e.g.
    -The scope (where a process starts and stops, the links it has with functions and who is involved).
    -How it operates represented graphically and in terms of its association with people and its fit with their roles and responsibilities, and its association with systems.
    -Customer touchpoints, their requirements and the presence of relevant service levels
    -Supporting information about the process - throughput volumes, operating issues, capacity limitations, service level performance, impact of external factors.
    -A profile of risks to control and security i.e. where methods of operation expose the organisation to risk.
     
  2.Changes in operation to raise effectiveness
  We provide you with clarity about the customer’s (or student’s, patient’s, regulator’s) requirements, where the shortfalls in service occur, the essential elements of service that need to be achieved, and the changes in operation required. 
  These are key inputs into the third step – changes to lift efficiency.   If, say, service levels demand more contact time from key members of staff, this becomes a key outcome needed from any improvements in efficiency of operation.
  We also identify potentially adverse outcomes associated with risks to control and security and changes in operation that reduce the chance of failure
   
  3.Changes in operation to raise efficiency
  With changes in effectiveness clearly defined we then provide you with an analysis of changes to activities in the process that will lift overall levels of efficiency.  The outcome is a freeing of resource and a lift in process performance.  It may be possible to realise a reduction in cost.  It is more likely that freed resource can be focused towards ensuring that any lift in service levels is achieved
   
  4.How the process would operate with the changes in place and how it would be measured
  Although the changes above help to define a new process, it can’t be assumed that with the changes in place the new process will operate as needed.  Closing off old ways of working is as important as introducing the new.   Roles, responsibilities, skills, competencies, financial controls and organisational structures  may also need to be reviewed.
  We provide you with a model of the new process with a list of all the changes required to ensure operation as intended.
   
  Making change happen
  We provide you with the evidence based business cases needed for change to be understood and agreed at the most senior levels.  Will also provide you with whatever support is required to ensure successful implementation.