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Business processes and practice is the collective
means by which work is accomplished across the various functional entities
within your organization. In order to maintain a competitive advantage within
in the market, the results of the work must be produced faster with improved quality
and at less cost to the business. To achieve, sustain and continuously improve the
results of that work it makes sense to establish a framework that will allow
process and practice to be evaluated and addressed, at a frequency appropriate
to the needs of the business. We apply an integrated approach to business process
development that combines facets of process re-engineering (BPR) and
continuous improvement techniques (TQM) to help you achieve desired business
outcomes. Through a structured framework, current and desired
work outcomes are evaluated and prioritized against strategic business
objectives for the purpose of identifying those processes to be developed,
restructured or re-engineered. Organizational/functional entities, process
activities, work flows and results, collaboration and communication flows are
defined, measured, prioritized, and mapped to clearly articulate the existing
impact to the business. Desired future state is
documented, process ownership, key roles and enablers are defined and the
development process continues in a structured and co-ordinated manner to
completion of a fully documented and executed state, originally documented as
“desired future state” and now the new “current
state”. As with any initiative
that drives core business outcomes, critical success factors include a direct
relationship to the strategic objectives of the business, a realistic
statement of project scope, appropriately dedicated resources (people, time
and budget), executive level and business sponsor commitment, stakeholder
buy-in, and the application of sound project management practices during
assessment and execution. We are dedicated to
ensuring your business processes and practice optimally reflect the needs of
your business. |
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© Dixon &
Associates Inc. 2002 |
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