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Process Excellence

When to call for Process Excellence:

bulletA merger or acquisition has left multiple ways of doing things and coordination has
bulletgotten worse.

bulletThe company wants to compete on speed of innovation but processes all take longer
bulletthan expected.

bulletProjects continue to cost more or suffer more delays than expected.

bulletFrustration and distrust are dominant aspects of relations between disciplines, functions,
bulletor regions.

bulletCustomers (internal or external) continue to complain about the same things; perhaps
bulletyou've gotten quicker at responding but the core problem remains illusive or embedded.

What we do

We conceive of processes in the broadest possible sense: how people coordinate action to fulfill the purposes of the enterprise. At the heart of our approach is identifying the network of commitments that link individuals, groups, and functions, and focusing and simplifying interactions to produce greater outcomes with less effort.

bulletWe map your current network of commitments.

bulletWe work with your teams to redesign the networks so that promises people make to each
bulletother execute the new strategy.

bulletWe work with teams to establish new strategically oriented measures of fulfillment.

bulletWe coach managers and staff through new meetings for making requests and promises,
bulletreviewing projects, and making key decisions.

bulletWe look at communication and coordination systems to make sure they are managing
bulletwhat they should be managing, rather than generating information overload.

Our method produces deep results surprisingly quickly. At a major automaker, we reduced cycle time for service delivery by over 73% in less than three months. Our approach also produces continuous improvement by providing customer feedback at every important process interface.

“In 2002, we embarked on a new, innovative strategy to reduce the costs of producing hydro plants. The strategy required a major change of our company, in processes, tools, and even culture. Chris Davis and his team led the work for changing processes and culture. Over the next year, Chris and Charles Follett led teams involving experts from all our major global centers to design the most efficient, customer-centric processes in the industry—all based on networks of interconnected commitments. They trained our experts to mobilize these new processes and to introduce a commitment-based style of work. The results of our strategic initiative have been outstanding."

—Hubert Lienhard
Voith Siemens Hydro

© 2007 The Stratam Group