Service Operations Footprint
Service Operations Footprint is the discipline of moving, consolidating, improving or establishing a new service delivery unit. It can be done domestically as well as globally.
Increased globalisation and an increased focus on quality service deliveries are a challenge for the current service delivery models of many organisations. As a consequence, business units across locations need to play together, learn from each other or sometimes merge in order to deliver maximum customer value at a reasonable cost. We help organisations succeed with 1) establishing new business units in new locations, 2) transitioning new services/activities across existing locations in the organisation and 3) creating a strong operating system in one or several locations to enable, sustain and further improve performance.
Deciding on the new location is more than a cost perspective. An intensive location study should cover market needs and match the long-term strategy of the company, hence the decision is made at the highest level.
When transitioning new services across existing locations, many elements need to be considered, including knowledge transfer that emphasises the receiver organisation’s capabilities.
Finally, there should only be one operating system across the locations, not only to reduce complexity and become more agile as an organisation, but rather to make sure that each location speaks the same “language” and can collaborate efficiently.
Time to rethink your service footprint
The hidden potential of eliminating failure demand
Stop focusing on doing it faster and start focusing on eliminating failure demand.
Article in German: How Lean Hospital methodology helped employees increase efficiency and productivity.
Article in German: Can you increase the number of patients and also increase their satisfaction? An article about Lean Implementation at the University Hospital in Basel.
Article in Danish: How whiteboard meetings can create efficient day-to-day operation in the public sector.
Increase the gap between you and the competition using Lean routines
Dynamising the continuous improvement process (CIP)
Lean Hospital Management
As specialists, we tend to make operations management more complex than necessary. But it does not need to be that way.
Implement Consulting Group