End-to-end process optimisation
Optimise end-to-end processesView Expertise
Information-driven process performance
Manage your critical data as a corporate assetView Expertise
From promise to process: Designing sustainable customer serviceView Expertise
Create a process landscapeView Expertise
Lean and continuous improvement
Lean – a belief in continuous improvementView Expertise
KPIs and performance and operational management
Higher performance through better management processesView Expertise
Avoiding the dead end of end-to-end optimisations
A relentless focus on customer value and lead time reduction will drive transparency, efficiency and clarity - ultimately providing better services with less effort. The approach prioritises simplification and sustainability in improvement efforts. Quick wins are only an added benefit, not the goal.
Operations management made simple
Operations management does not need to be complex. As specialists, we tend to make operations management more complex than necessary. What leaders really need in their work with operations management is simplicity and overview rather than a vast number of tools.
Successfully coping with current challenges in health care thanks to Lean hospital management
Does Lean hospital management help service providers in health care to have more time for their patients? Hospitals all over the world, such as the Virginia Mason Hospital in the United States and the Hirslanden Klinik St. Anna in Switzerland, have discovered the benefits of Lean hospital management and have already implemented it successfully.
Continuous improvement infrastructure
Continuous improvement based on the competences and engagement of employees is the most direct and sustainable path to exceptional performance.
After developing their strategic plans, many organisations run out of steam when it comes to implementation. Our policy deployment process divides this exercise into manageable tasks that everybody can understand and achieve.
Service offering optimisation
A great service concept is not the result of standardised processes. It comes from collective commitment to a shared concept – from top management right through to front-line sales.
Six Sigma identifies the factors responsible for repeated incidents and helps companies improve performance and cut costs.