Process and organization
We ask critical questions. Do the different processes and process phases actually contribute to creating value for the client and shareholder? Is your organisation capable to direct and optimize these operational processes?
We offer support to the management team as regards:
Process optimization
We first look into how the processes in your enterprise are structured.
How do we go about this?
- We focus especially:
- on the creation of added value within the process
- on initiatives with the highest yield
- on interventions which require no or a small ICT-investment.
- We use modern and tested benchmarking instruments (such as simulation models).
- Lean acts as our basis.
- We use specific techniques by Six Sigma and Theory of Constraints.
- We collaborate with managers and assistants in analysing and optimizing processes.
Type of organization
In order to increase efficiency we do not only look into the process phases (order, added value, etc.) but also into the manner in which the activities within the organization are organized. We look into the structure at a general level (departments, teams, etc.) and at specific levels (arrangement of task packages per employee).
An important and often underestimated possibility for cost reduction has to do with the assigning of tasks to function groups. It can be of considerable benefit to break down a process into ‘volume tasks’ and ‘knowledge tasks’. High cost employees can thus be used there where their added value is highest. We carry out process improvements and have a keen eye for the organizational problems within your enterprise.
We offer you support in the assessment and implementation of optimum types of organization. Different factors are taken into account:
- Process complexity
- Bulk work vs. specialized tasks
- Required level of employee knowledge
- Wage scales
- Employee motivation
- Learning curves
- Capacity planning
- Manager attention span
Capacity management
Another efficiency aspect is the deployment of available full time units as regards the volumes to be processed. We take into account possible volume changes. Possible areas for scrutiny are:
- Percentage of productive working hours per full time unit and for the total complement of staff
- Handling input variation
- Handling changes in the complement of staff (holidays)
- Increasing employee deployment (breadth of knowledge, culture of team-transcending responsibility, etc.)
The project setup, in which a team-based change approach was used to work on the improvement of individual productivity has proven that it is possible to create a new performance-based way of working without too much resistance. 
COO FINFORCE