BECOMING PROCESS CENTRIC
How Alvis's Continuous Quality Improvement Team of 5 helped the 400-staff company become a process-centric organisation in a few short weeks
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Alvis (alvis180.org) is a 400+ employee non-profit human service agency that serves nearly 8,000 men, women, young adults and children in Ohio each year in criminal justice re-entry and family support programs, behavioural health, and substance abuse treatment services.
Summary
Process-centric organizations align business functions with customer needs, and help executives determine how to deploy, monitor and measure company resources.
When properly executed, a good process management program offers the ability to enhance efficiency and productivity, reduce costs, and minimize errors and risk thereby optimizing results.
In 2020, Alvis took the first step in pursuing a process excellence culture by creating the Continuous Quality Improvement (CQI) Team consisting of 5 individuals responsible for company-wide ongoing change management & process optimization activities.
Partnering with our team during the launch and using our structured 5-steps-to-process excellence road map together with our process management platform PRESTO Continuous Improvement, the team was able to perform a series of housekeeping exercises first within the team and then at a company-wide level in the years following.
5 STEPS TO BECOMING A PROCESS-CENTRIC COMPANY
1.
Capture Roles & Functions
2.
Catalogue Processes
3.
Identify Critical Controls
4.
Align Responsibilities
5.
Organise Documents
BONUS
Orchestrate Improvements
Small steps towards big goals
Process excellence is a never-ending journey in learning and continuous improvement. The five fundamental steps described above were implemented at Alvis first within their small CQI team and then over time, throughout the organisation. By building an operating model / process-centric foundation, the CQI team was able to forge long-term, cross-departmental relationships focused on enriching their value chain to meet the ever-changing needs of every stakeholder.
Since Alvis's launch of its process excellence program in 2020, the initial team has grown in staff and responsibilities bringing additional continuous improvement functionality to the majority of Alvis's business areas. Furthermore, driven by the CQI team, the company has been able to bring a culture of waste management in appropriate business areas as well as quality assurance and KPI reporting programs utilising our platform
It is expected that a company-wide knowledge transfer initiative in continuous improvement will be launched in Q4/Q1 of 2022/2023 by way of the online training showrooms allowing the CQI team to capture and immortalise their methodology by way of video presentations on how to approach continuous improvement and the use of our supporting software package PRESTO Continuous Improvement.
Results to date
Operating Model Base Line
Since 2020, the CQI team has effectively mapped 42 Teams with their corresponding roles and 40 business processes complete with input/output touchpoints, control checklists and support documentation
Waste Management
104 waste reduction ideas / hypotheses have been captured, assessed for costs & benefits and grouped by type (technology, organisation, people, process) for future elaboration
Performance & Benchmarking
In early 2022 the CQI team introduced 19 process optimisation-centric KPIs into the monthly Steering Committee meeting management reporting package aimed at improving cross-departmental relationships suffering from faulty hand offs
CASE STUDY COMPLETE DETAILS
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