A continuous improvement plan is a set of activities designed to bring gradual, ongoing improvement to products, services, or processes through constant review, measurement, and action. Organisations dedicated to continuous improvement recognise the importance of these actions for strengthening the quality of a product, improving customer satisfaction, and for improving efficiency, productivity and profits. The following service offerings are available to help your organisation develop CIP's
All operations, whether just starting out on a Continuous Improvement (CI) journey or already with a mature and strong improvement culture, want to be able to measure the effectiveness of their CI programme. Understanding your existing ROI from CI activities is crucial in being able to identify where to focus next in order to extract more value.
Our range of continuous improvement assessments are designed to help you do just that.
Hoshin Kanri is a method for ensuring that the strategic goals of a company drive progress and action at every level. Aligns the company goals (Strategy) with plans of middle management (Tactics) and ensures work performed (Operations) by employees is pulling in the same direction at the same time. Use of Balance Score Cards, Performance Management Goals, Objectives & Targets, X-Matrix can all be utilised at this stage and fully aligned with the business area Continuous Improvement Plan (CIP)
A value stream is a series of steps that occur to provide the product or service that customers want or need. Value stream mapping (VSM) provides us with a structured visualization of the key process steps and all corresponding data needed to fully understand and intelligently identify improvement opportunities that will optimize the entire process. This approach can be conducted at a high strategic level to help feed opportunities in to the Continuous Improvement Plan and at a lower Tactical level when actually executing specific initiatives.
Process and tools to support the exercise of ensuring specific product/service offerings are aligned with existing business models. The Value (Proposition) Map describes the features of a specific value proposition in your business model in a more structured and detailed way. It breaks your value proposition down into products and services, pain relievers, and gain creators for your customers. Specific Pains & Gains (opportunities) can be added to the Continuous Improvement Plan.
Any Continuous Improvement programme or initiative must play a role in delivering the organisations short and long term strategic objectives. The measures of CI programmes not only need to measure the improvement process or method implementation but should also reflect how effective these methods and CI activities have been in meeting the overall organisations objectives.
OUR SUPPORT OFFERINGS;
CI Maturity Assessment - Designed to assess the effectiveness of your Continuous Improvement efforts;
Lean Maturity Assessment - Designed for organisations that use lean methodologies to support their CI effort;
Other assessments can be conducted as required based on specific need and would be identified during the Design Phase of our approach: Define, Engage, Execute and Sustain.
Policy deployment is the process of turning a strategic vision into actionable tasks that frontline leaders and employees can commit to.
However even with a great strategy and a highly effective team that is more than capable of making substantial improvements, a company can fall short of its goals. Why? Quite simply the two are often not aligned.
People are working hard to make things better, but the things they are doing often do not get the company closer to its goals. It is particularly challenging for people to feel like they are doing well, but have company leaders talk about the company missing its goals.
Policy deployment provides the framework that links every employee’s work to the top level strategy. One of the lean tools that we can use to help do this is the policy deployment matrix, also known as the X-matrix.
We can provide support to organisations and operational teams;
What is Value Stream Mapping?
For every product or service we produce for a customer, there is a value stream. The Value Stream Mapping technique allows us to document what we actually see when we analyse a business process. It provides us with a comprehensive visualisation of how the process is actually functioning at any one time.
It is built on facts, data and what we actually see, think of it as a data rich process map showing us exactly how our process is performing at every stage - with material and information flows, inventory levels, activity cycle times, lead times, set up times, who is involved, communication lines, systems used, interactions and dependencies between different buisness functions.
Why do we use VSM techniques?
When to use VSM?
Value Stream Maps can be used at the business - Strategic Level for the identification of opportunity and potential improvement projects, programmes & initiatives and can be used as an effective communication mechanism to all levels of the company.
At the project - tactical level, process and value stream maps can be used by the Project Improvement Teams (A3 and Kaizen) to identify and visualise the improvement opportunities in order to work through improvement solutions as part of the event.
Our services can help our clients;
Understanding the Value Stream
The Value Proposition Canvas is a tool which helps ensure that a product or service provided will deliver what the customer values and needs.
The Value Proposition Canvas was initially developed by Dr Alexander Osterwalder as a framework to ensure that there is a fit between the product or service and its intended market. It is a detailed look at the relationship between two parts of the Osterwalder’s broader Business Model Canvas; customer segments and value propositions.
The Value Proposition Canvas can be used when there is need to refine and enhance an existing product or service offering or where a new business offering is being developed.
This approach aligns and supports the 1st Principle of Lean, "Define Customer Value" - To better understand customer value from the customers perspective, it is important to understand what this value is, as this is what the customer is willing to pay for.
The Value Proposition Canvas is formed around two building blocks – the customer profile and a companies value proposition.
The Customer Profile maps out;
The Value Proposition maps out;
Achieving fit between the value proposition and the customer profile;
Identifying the value proposition on paper is only the first stage, it is then necessary to validate what is important to customers and get their feedback on the value proposition. These insights can then be used to go back and continually refine the proposition.
We can provide consulting support to your organisation and operational teams;
Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A. (2014) Value Proposition Design: How to Create Products and Services Customers Want, John Wiley & Sons.