Click HERE for more information on Lean Six Sigma Capability Development.

A TOOLKIT FOR GROWTH CAPACITY IN THE 21ST CENTURY!

‘Employees and organisations that do not commit to the discipline of continual improvement, will eventually find themselves irrelevant in a world that rewards progress and tramples on stagnation.’

Efficiency and Effectiveness

Soarent Vision’s continual improvement methodology (CIM) is first and foremost a strategy for process improvement.

The ultimate purpose for implementing such a formal methodology, is to maximise efficiency and effectiveness of the business with a view to developing capacity for growth. Waste in any business is exacerbated under growth conditions, so we want to prepare you in advance.

Our cutting edge approach to CI is more than just some technical toolkit, it is an outstanding package of tools and processes drawn from a range of disciplines:

1. •Project Facilitation and Team Building
   Change Leadership
   

2. •Lean Thinking
   

3. •Six Sigma
   

4. •Systematic Problem Solving
   

Meeting the needs of both the customer and the business are the central themes of any effective improvement methodology.

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BUSINESS AND CUSTOMER THEMES

OUR CUSTOMERS ......

Customers, whether they be internal or external, all have the same range of emotions. They expect on-time delivery, high performance, quality, service and no errors: and if they don’t get it they’re not happy.

Delighting external customers is absolutely vital because if you don’t, someone else will. Delighting internal customers is a necessary element in achieving that.

Through Lean Thinking and Six Sigma methodologies, CIM provides the tools and framework for achieving both of these outcomes.

THE BUSINESS .....

Not only does the CIM enable people to improve the customer experience, it also gives them the tools and framework for continual improving performance with respect to business needs.

Business needs linked to safety, profitability, risk, the environment, and even personnel development form an important factor in the focus of the CIM. Though we never lose sight of the big picture - the capacity to maintain efficiencies and minimise waste under conditions of growth.

PROCESSES .....

Primary functions often operate in isolation; guarded of their turf, seeing their functional areas as stand alone businesses  or silos. In many cases, this view is driven by efficiency focused performance management systems. New levels of quality are attainable when we view and measure process performance from the customer perspective.

The CIM leads a company to work on the right things for enhancing customer supplier relationships through the business.

PEOPLE .....

CIM practitioners do not provide the answers to process improvement problems. Using structured processes, tools and quantitative analysis, they facilitate problem solving by getting the answers from the people who do the work.

The outcome is more rapid and sustainable improvement in process performance, and greater collaboration between workers and managers.

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PHASES OF IMPLEMENTATION

PHASE 1 - IMPLEMENT A SYSTEM OF LEADERSHIP THAT DRIVES PROGRESSIVE CHANGE & FOCUS ON GROWTH AND CONTINUAL IMPROVEMENT

Success with any CIM starts with the adaptation and implementation of a system of Business Execution and Growth Planning that engages all business leaders and functional managers. A high level focus on growth creates the vacuum for new skills and the drive to have CI practitioners use what they know to generate real returns.

Soarent Vision’s system is designed to make sure business leaders approach CIM as a key element in growing the company, and achieving business objectives for the designated planning period. (Refer to LEL - LIFE & ENTERPRISE LEADERSHIP System)

PHASE 2 - DEVELOP AN IMPROVEMENT PROJECT PIPELINE

For business leaders and line managers to want to participate and provide resources to the initiative, a pipeline of genuine value adding projects is developed. One of the most important activities of any CIM, project identification and selection is undertaken at the end of the Execution & Growth Planning phase of LEL and as an ongoing business planning activity.

PHASE 3 - DEVELOP FACILITATOR / PROJECT TEAM LEADER CAPABILITY

Soarent Vision approaches capability development with the view that improvement is everybody’s job, therefore everybody has a need for a new set of skills. Soarent Vision’s modular approach to business improvement education means relevant skill packages can be provided according to a pre-determined capability development strategy.

PHASE 4 - DEVELOP THE BUSINESS IMPROVEMENT OPERATING SYSTEM

The Business Improvement Operating System (BIOS) is comprised of 10 elements. The objective of the system is to ensure CIM thrives as a part of the business, not just because an individual person is driving it. Improvement of the operating system is driven by BIOS Evaluations that take place every 6 months in the first instance.

The systemisation of core operating system elements leads to sustainability, transferability and genuine bottom line benefits for the organisation.

Note: More information on these 10 operating system elements can be found in George Lee Sye’s 2007 publication - ‘Process Alchemy - 2nd Edition’. Click HERE to view.