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VALUE ADDED VS. NON-VALUE ADDED IMPROVEMENT SEGMENTATION

PRO begins every improvement program by conducting an initial Lean Six Sigma analysis of all in-scope processes to understand what is most valuable to your customers. While it’s understood that some lower-value work steps are indeed necessary to fully execute a process, this evaluation provides valuable insight to where resource waste is occurring, further empowering your teams toward a more aggressive ROI and better customer experience.

LEADING PRACTICE WORKFLOW IN DYNAMIC SIMULATION LANGUAGE

All the leading process templates in PRO’s knowledge base are built using the new “open source” Business Process Modeling & Notation (BPMN 2.0) language. These dynamic models allow for simulation and capacity analysis that help to create an effective business case for improvements. CIO teams also find these models to be highly useful in building technology roadmaps. Every PRO project includes an optional deliverable of setting-up or enhancing the clients “Business Process Repository” containing robust process models.

VALUE STREAM METRICS

To drive the most effective business case for both line and shared service functions, PRO maintains thousands of process level benchmark metrics across all major industries & functions. These metrics facilitate rapid adoption of internal/external service level agreements (SLA’s). In fact, many clients have also found that some of their most important insights and stretch goals have appeared by utilizing benchmarks from outside their own industry.

INTEGRATED IMPROVEMENT OPPORTUNITIES

Every effective organization has internal improvement teams, and to assist PRO maintains data on the highest potential improvement programs in each specific industry and function. It is not uncommon to accelerate results from these already on-going initiatives – often by as much as 20-40% – by uncovering detailed level opportunities and integrating functional leadership on policy, training and technology standards.

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