It
is a business reality that
processes deteriorate over
time. As a business environment
changes, the processes become
less appropriate. When priorities
change, so does the importance
of certain tasks and activities;
certain functions become
under-resourced, some over-resourced.
As staff members change,
the absence of skills and
training can cause procedural
failures.
Furthermore, some processes
may have been less than
optimal from the start,
and the technology support
may be inappropriate. Combine
these realities with a
natural tendency to process
deterioriation and we are
left with a significant
opportunity for process
improvement. Most organizations
will average a process
failure level (which we
call Noise) of at least
30%. Whilst this seems
incredible we have over
350 studies worth of experience
to support this assertion.
Process reengineering
has been a feature of the
business landscape for
many years now. More recently
the related discipline
of Lean Methods has emerged.
Both seek to eliminate
or reduce unnecessary process
steps.
The Bevington Group has
been operating Process
Reengineering and Lean
method assignments for
15 years. In that time
it has also trained hundreds
of clients in the tools
that are often called Lean
Methods today. We have
achieved some spectacular
results:
- $200m value-add as
part of a Mergers & Acquisitions
exercise;
- Sales Force performance
improvements between
15% and 30%;
- Response time improvements
of 80%;
- Regular absolute cost
decreases of 10% to 20%;
- Creation of opportunities
to reinvest in the business
up to 30% of unproductive
capacity.
Bevington Group’s
engagements are supported
by our proprietary Lean
/ Process Reengineering
methodology called “XeP3”.
XeP3 has been developed
from practical experience
and refined over the
more than 350 client
assignments.
The methods we use are
rigorous,
detailed, quantitative
and focused
on staff engagement.
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