The power of 3 minutes…

As an experienced business analyst, I can quickly identify duplication, and other avoidable non value adding processes and behaviours. For various reasons relating to poorly designed processes, human factors, and poor performance management;  it is not unusual to identify hours of avoidable work each week for public sector employees. Consider saving 15 minutes per week, which is […]

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The fundamental requirements of a high performing public sector organisation

A high functioning organisation… Is well prepared for disasters and incidents Adheres to statutory legislation, regulation, guidance, and values; and fulfils respective national quality and performance standards and requirements Remains abreast of relevant research and theory, and implements best practice from this Defines its own quality and performance standards, and ensures that these are maintained […]

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Value Stream Mapping (VSM)

We use VSM to identify the value-adding and non-value-adding activities in your business processes. This improves the flow of information and materials throughout your entire system. We support you to: Design, plan and implement improved systems, with less non-value adding activities Gain an overall picture of your company in ordercto better plan future developments. Outcome: Reduction […]

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Business Process Re-engineering (BPR)

BPR has tremendous potential to transform your business; using BPR we can deliver significant benefits in a very short period of time. BRP is a way of looking at what you do and how you do it in order to find radically better ways of working, throughout your business, now and for the future. We […]

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What does LEAN mean for ME?

What Lean and Six Sigma aim to achieve is not about clever or high tech solutions, but fundamental good practice. Small and medium businesses The techniques of Lean and Six Sigma are not confined to either large or manufacturing organisations; they are also used effectively in other sectors and by small to medium sized businesses […]

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The FIVE overriding principles of Lean.

Identify Customers and Specify Value – The starting point is to recognise that only a small fraction of the total time and effort in any organisation actually adds value for the end customer. By clearly defining Value for a specific product or service from the end customer’s perspective, all the non value activities – or […]

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Lean, Six Sigma, and Profitability

The Lean approach is about identifying the least wasteful way to provide value to customers. Toyota, who emerged from the ravages of the Second World War to become the world’s largest car manufacturer, pioneered Lean over 50 years ago. They now make more cars with lower defects using fewer employees than their rivals. Less wasteful […]

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Business Process Modelling

Business Process Modelling is a method for improving organisational efficiency and quality. Its beginnings were in capital/profit-led business, but the methodology is applicable to any organised activity. Put simply Business Process Modelling aims to improve business performance by optimising the efficiency of connecting activities in the provision of a product or service. Business Process Modelling […]

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Principles of Performance Measurement

All significant work activity must be measured. Work that is not measured or assessed cannot be managed because there is no objective information to determine its value. Therefore it is assumed that this work is inherently valuable regardless of its outcomes. The best that can be accomplished with this type of activity is to supervise […]

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Bringing failure into consciousness

It is common for people in management roles to deal with issues and problems. Important as these seem, these activities do not directly add value to the customer. For various reasons, dealing with issues and problems (failure) is accepted without challenge. Most managers accept that it is their responsibility to deal with issues and problems, […]

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