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Challenging times require business performance improvement from top to bottom. To become an industry leader, businesses must properly align their organization and processes to foster such traits as dynamic decision making, increased innovation, cost and quality improvements, faster product development and improved asset utilization.
No doubt the recession and rapidly slumping sales are forcing many companies to reevaluate their priorities with regard to their continuous improvement initiatives. Instead of focusing on Lean, Six Sigma, and other solutions, it is more about positive change and moving toward alignment of strategy, cost reduction and delivering results.
Often, organizations are trained in one problem solving approach and then use this approach on every problem. But with Thomas Group’s business process improvement methodology, a variety of improvement tools are selected, based upon the organizations goals and constraints, including: Lean manufacturing principles, basic Six Sigma techniques, Kaizen, Theory of Constraints and Hoshin Kanri.
To deliver results, we use our innovative continuous process improvement (CPI) maturity model known as PI Max. PI Max encompasses all the attributes of Lean, Six Sigma and other tools, to identify opportunities to achieve operational excellence. PI Max recognizes performance gaps, reduces cycle time, eliminates waste, and focuses on quality and productivity improvements, to deliver dramatic new efficiencies and performanceimprovements.
PI Max addresses the following components:
CPI Organizational Maturity: This categorization of your organization’s current state is the basis for helping you recognize where you are on your journey. The maturity cycle consists of: awareness, adopting, threshold, enterprise, and extended enterprise.
CPI Maturity Assessment Tool: This tool was developed based on Thomas Group’s experience with the Enterprise Maturity Model and our research of existing maturity assessment models already in place in the industry. It consists of five disciplines containing 25 elements. Each element has five levels of maturity.
GAPTRAC:This model identifies the gap between where an organization is and where they should be. This tool takes the subjectivity out of the assessment and graphically provides the way ahead to improved performance.
Businesses that align their lean organizations will be the clear leaders in the new economy, continuously pulling market share and revenue from those falling behind. It is not enough to simply have the right strategy. The ability to execute that strategy successfully is a critical competitive advantage of a company that excels at process improvement programs.
In order to be successful, a company has to know how to innovate and execute. It is not enough to simply have the right strategy. The ability to execute that strategy successfully is a critical competitive advantage of a company that excels at process improvement programs. We work hand-in-hand with our clients to ensure their success by using all the tools of Lean and Six Sigma to close gaps and drive financial results.
Thomas Group’s change agents have extensive experience in restructuring, redesigning and reenergizing business process improvement, and offer a pragmatic approach to generating rapid, sustainable business improvement. A key underpinning of Thomas Group’s approach is to conquer complexity with a systematic approach for identifying key improvement levers, and prioritizing and sequencing improvement initiatives for maximum benefit. Depending on current condition and performance of the supply chain, improvement initiatives may operate at any of 3 levels:
In taking a more deliberate approach and working with experienced process improvement experts, you can ensure your organization utilizes the right tools to guarantee the right results to transform your company into an industry leader.