Frequently Asked Questions
Operational Improvement Process – FAQ
What is it?
The Operational Improvement Process is an evaluation of your organization’s process flow. It is used by business leaders and key personnel to improve systems, processes, communication and get everyone working toward a common goal.
Why is it important?
Every single aspect of business is related to one another, however silos exist in every organization limiting our ability to see those relationships. By literally viewing the business as a process map, the dialog to solve problems, make adjustments and continuous improvement becomes more productive. It takes personality out of the equation and focuses everyone on a common goal.
Do we need to map out the entire business or can we focus on just one area?
We can certainly work on one area as long as we incorporate the touch points that impact that area from other parts of the organization.
Is this process going to interrupt my operation? What will be expected from my staff?
Lisa will work with your team one-on-one so to limit any business interruption. The expectation of staff will be to explain the process from their perspective, raise concerns and propose solutions.
What is the difference between this process and conducting a group brainstorming session for operational improvements?
A group brainstorming session is part of the Operational Improvement Process (step 4) however it does not take place until after the process mapping is complete. If you pose a goal to a group and brainstorm it, you will get lots of ideas, reasons and justifications, however when you do the work upfront (steps 1-3 of our Operational Improvement Process), you get everyone on the same page first so the brainstorm is about solutions and implementation plans that can be implemented immediately.
Why hire an outsider to facilitate our Operational Improvement Program?
Operational Improvement requires taking a holistic approach to the business. This is tough to do in small to mid sized companies because those who have general management experience don’t have the time to deep dive into the process. In addition, employees may be more open to communicating issues to an outsider, than internal management.