Improve

Enterprise Process Improvement

Some key CEO focus areas are shown below:

• External and internal strategic processes
• Competitor analysis
• Predicting market trends
• Strategy development
• Strategy alignment
• Cyber and Data Security
• IT Cloud migrations
• Analytics and measurement
• Operational execution

Structured approach and steps to assist with improving Company Process and Financial Performance.

	Sustainability	Visionary Leadership Continue to operate profitably Competitive Advantage(s) Customer Retention, Penetration and Conversion Environmentally-friendly Reducing negative human impact
	Transparency	Ethics and Transparency Company, Suppliers and Customers Connected Supply Chain (SC) Systems provide SC connectivity Reduce manual processes and workarounds
	Performance Management	Known and Discovered Improvement Areas Internal and External Failure Costs (Cost of Quality) Customers, Associates, Partners and Suppliers Products and Services Process and Measurement
	Performance Charter	Problems to be solved Metrics to measure success Project Leader Project Members Easy-to-understand Timeline(s) and Financials Scope (define and refine deliverables) Benefits for the Company, Customers and/or Suppliers
	Performance Council	Catalyst for Improvement Focus on Success Handles Program and Project Financials and Status Consists of Senior Managers and Advisors Selects Improvement Projects Defines Success Criteria Selects Team Members Monitors Activities and Results
	Facilitator	Considers all aspects Revenue, COGS and Expenses (correlate performance relative to investments) Active listening Good communication Group management Consensus-building Issue and change resolution Clearly communicates guidelines and instructions
	Improvement Team Members	Corporate (Matrix), Functional Managers and Analysts Process Experts System Experts Delivering Value and Results
	Define Improvement Opportunities	Market Opportunity and Segmentation Intelligence Customer Retention, Penetration and Conversion Leverage Economy of Scale for Volume Cost Saving Unprocessed Orders (numerous steps) Inventory Turns, Shortages, Excess and Obsolete Late or Early Deliveries Product Defects and Returns
	Analyze and Solve Problems	Decisions (People, Process and Systems) Process Models Policies, Procedures and Work Instructions Measure, Analyze and Improve
	Implement Changes	Policies, Procedures and Work Instructions Change Management Training Go-lives Stabilization
	Monitor and Evaluate Results (control phase)	Management by Fact Ensure all work instructions are visible and accurate Evaluate Business Benefit(s) for each effort Revenue, COGS and Expenses Control Charts and Data Science
	Continuous Improvement	Revisit needed steps to improve Control Room(s) and/or Online Project Visibility Tracking Meetings as needed to ensure Continuous Improvement

U.S. Department of Commerce - National Institute of Standards and Technology (NIST)

International Standards Organization (ISO)

ISO 9000 is a series of five international standards published in 1987 by the International Organization for Standardization (ISO), in Geneva, Switzerland. Companies use the standards to help determine what they need to maintain an efficient quality conformance system. For example, the standards describe the need for an effective quality system, regular calibration of measuring and testing equipment, and an adequate record-keeping system. ISO 9000 registration determines whether a company complies with its own quality system. The standards define minimum requirements for quality assurance systems that directly influence product quality and customer satisfaction without suggesting tools for analysis, prioritization, and evaluation.

Six Sigma

The aim of Six Sigma is to reduce variation through statistical methods that lower process defect rates to less than 3.4 defects per million opportunities. Six Sigma focuses on putting measurement systems in place for work processes. Within these systems, Six Sigma projects identify the need to reduce variation and improve processes.

Six Sigma projects may involve anything from improving the processes involved in mass-producing component parts to completely redesigning an aircraft completion process so that the aircraft requires less maintenance. The Six Sigma methodology DMAIC (define, measure, analyze, improve, and control) is the system for improving existing processes that fall below specifications and need incremental improvement. DMADV (define, measure, analyze, design, and verify - sometimes referred to as Design for Six Sigma [DFSS]) - is used to develop new processes or products at Six-Sigma-quality levels.

Lean

Lean is a series of tools and techniques for managing your organization's processes. Specifically, Lean focuses on eliminating all non-value-added activities and waste from processes. Although Lean tools differ from application to application, the goal is always incremental and breakthrough improvement. Lean projects might focus on eliminating or reducing anything a final customer would not want to pay for:

• scrap
• rework
• inspection
• inventory
• queuing or wait time
• transportation of materials or products
• redundant motion

Lean-focused organizations extend the concepts of waste elimination and value-added processes to suppliers, partners, and customers. At full potential, all aspects of a Lean organization's value chain have eliminated waste and are operating at full value-added potential.

Enterprise. Orchestrated.