Process Mgmt. Group

ADDITIONAL INFO:

Rapid Action Toolkit

Process Cataloguing and Interface Analysis

Profile your business’s full set of processes, identify your strategic core processes, find the “hidden” connections and unanticipated dependencies among your processes that can cripple performance and identify the “high impact” and “pivotal leverage points” that can create competitive advantage.

From Analysis to Action!

Process Auditing, Mapping and Documentation

Map, document and/or audit any sub-set of your principal strategic, operational, support, or management processes. This is useful in support of general measures assessment; new measures initiatives; broad-scale customer service or quality initiatives; the introduction of process ownership and accountability; general organization assessment; developing a better understanding of the business; or as follow-up to reorganization.

Process Measures and Management Assessment (and/or Development)

Document and understand the strategic implications of your present measures and management system from the point of view of a specific process or of your integrated strategic key processes and general process catalogue. Redesign and implement a more strategically focused process or organization-wide measures and management system, if desired.

Process Troubleshooting

Analyze, redesign and implement improvements in key processes that are failing to measure up competitively or that manifest complex problems.

Specific Process Repositioning

Re-invigorate past process improvement initiatives that may have been disappointing and/or may no longer be contributing as required.

Build or reinforce the capability and capacity of key strategic processes to monitor their environment (internal and external customers, contiguous and remote processes, and relevant stakeholders); to identify critical trends, issues or events, proactively, if possible; and to take self-generated action without negative consequential impact on partner processes or stakeholders in their immediate environment.

Build or reinforce the capability and capacity of key strategic processes to rapidly respond and/or escalate, without loss of strategic focus or customer-driven agility and flexibility, when confronted with significant internal or external events, threats or opportunities that require action.

Build or reinforce the capability and capacity of key strategic processes to deal with “Knowledge Management” efficiently and effectively, getting the people empowerment required to produce self-generated results without paralyzing the players with information overload.

Tighten up mission-critical management and performance processes such as: “Decision Making,” “Continuous Improvement,” “Communications,” “Knowledge Management,” “Measures and Management,” “Cost management,” etc. These “meta-processes are the cement that glues your business’ performance architecture in place.

Call Focused Management’s Process Management Group today to work your management team to pull it all together for

"Efficiency today with effectiveness tomorrow"