Implement process transformation and experience transforming business performance

In such an environment standardisation is difficult to enforce, costs escalate and the processes become inadequate and inflexible.

Solution
WCI has over 20 years experience of transforming business performance. 

Starting by establishing precisely what the customer requirements are WCI applies the principles of lean design to identify wasteful activities within the process. Essentially these are activities that the customer would not be expecting to pay for, such as rework, filing, checking, sorting, searching, data re-entry etc. Waste is identified after clearly mapping the process with those people who actually use it (not just those who wrote the procedures!).

The challenge is then to redesign the process using only those tasks that add value to the customer requirements. This can be a challenging and creative experience but is made easier if you have done it before, especially if you are able to copy elements of ‘best practice’ process design from similar environments. WCI’s deep knowledge of processes from a broad sector base facilitates this exercise considerably.

During the redesign phase it is crucial to understand the impact that technology can have on the final solution. The new design must be embedded within the supporting systems or it simply won’t be sustained. However, the potential of the available technology must be allowed to influence the design or opportunities for significant improvement will be missed. WCI’s understanding of how to get the best from existing technology, especially with the intelligent application of Microsoft systems gives organisations a real advantage in creating effective, technology-enabled processes.

Finally, it has to be recognised that process change cannot simply be imposed on an organisation or department, at least not if it’s to be successful. WCI’s team-based approach ensures that all three elements of change – the rational, emotional and political – are incorporated into the programme.

The rational element is addressed through clear, logical process design; emotional buy in is assured through the involvement of process users and technologists in the design; and political support is obtained through careful stakeholder management.

Benefits
WCI have implemented many programmes where process re-design has played a key part. Typical benefits include significant reductions in process lead time, higher quality output and outstanding improvements in customer service.