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OPI’s Process Reengineering & Transformation services work to advance client functions toward best-in-class through Lean Six Sigma based process improvements.
We diagnose and evaluate current state processes for efficiency and effectiveness as they relate to the business’ unique objectives and goals. It is critical to consider each process within the context of related upstream and downstream functions so as to fully understand the process’ capabilities, weaknesses, and risks. With this understanding, we further assess current performance against competitive peer benchmarks to draw focus to those processes in greatest need of reengineering and optimization.
Before embarking on a process reengineering program, it is also important to develop the necessary internal change management support. We work closely with clients to guide them in the process of gaining leadership support, developing cross-functional communication plans, and training all involved parties as to changes in their responsibilities and roles. We often roll out organization-wide Lean Six Sigma awareness training to both garner the support and involvement of the client employees, and to develop internal Lean Six Sigma Yellow Belt and Green Belt professionals. It is only after this discovery, planning, and training are complete that we initiate actual process reengineering.
Our process reengineering approach is firmly rooted in Lean Six Sigma and other related or similar improvement methodologies, including:
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- 7 QC Tools
- PDSA
- TRIZ
- Creativity
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We leverage our knowledge and experience across these improvement methodologies to implement both far-reaching structural organizational changes and process-specific enhancements. Project examples include the consolidation of disparate processes across multiple business units into a single shared service center, or simply identifying and alleviating the root cause of common processing or manufacturing errors.
While significant benefits can be achieved through process reengineering, true transformation requires ongoing improvement efforts. We work with clients and help to lay the organizational building blocks to encourage this behavior. Such programs differ across clients, but may include the development of reengineering benefits reporting, rewards and recognition programs, Black Belt level training opportunities, or training on advanced improvement tools and frameworks.
Some of the benefits that OPI’s Lean Six Sigma projects commonly deliver include:
- Improved Accuracy
- Improved Compliance
- Cost Savings
- FTE / Employee Reduction
- Improved Cash Flow
- Improved Process Effectiveness
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- Improved Productivity
- Improved Utilization
- Decreased Process Time
- Decreased Turnaround Time
- Decreased Error Rate
- Decreased Exception / Rework Rate
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