1 oktober 2018

Grip on Value

Customer’s First! If you have GRIP on the customer process, you are in control to optimize customer value!

Many organizations want to improve their business operation. Projects with Lean / Six Sigma and other improvement methodologies are being started, executed with a lot of enthousiastic professionals but along the way experience challenges when it comes to governing the results. Often organizations are having difficulties to use these methodologies in their improvement drive. Common root cause: customer value is not made explicit and the basics of the processes that drive the value creation are not in place yet. To improve your performance you need to be in control of your current way of working, and it should be aligned throughout the organization to drive customer value. ValueMade delivers the common ground to built upon, completely focused on the customer and other external stakeholders: what do they need from the organization? And then fits the improvement programs upon this basis. Not as an isolated method but integrated within all business processes: Create GRIP on value!

This practical methodology starts with a shared vision on customer value creation. With a shared vision we can implement process drive. Who is running which part of the customer value chain? By doing this an integrated value chain oriented process design is being delivered and will help to work and improve according to the external customer demand. Nothing complex, just plain practical work. As a customer we expect this view from each organization we choose to buy products and services from. Sometimes this is well organised, often however there is improvement potential. The steps to get to GRIP on value! are summarized below.

  • View: by ordering all activities to a higher level of abstraction, an overview / insight in how the company delivers value is being created. A shared vision of the business model and a process architecture which shows the end2end processes is sketched. After that a breakdown to business processes is made, including insight in where departments work closely together with eachother and/or with external value partners. Customer touch-points are identified which leads to direct insight in how value is created and inspires direct value improvement.
  • Drive: processes are owned by the business. The goal of this step is to implement process ownership & explain what this role means. The process owner co-ordinates and controls a business process. This person has the authority and ability to make changes in the process as required, based on a balanced input of process experts within the different teams. Implementing process ownership is an important condition for driving continuous improvement. 
  • Design: to visualize the road between a trigger towards result from a customers perspective the business process descriptions are created. The process design also visualizes roles, KPI’s, risks & controls and enablers, such as IT systems, templates, manuals, policies etc.. By creating the process model we quickly see the areas we should focus on and how the business performance can be improved. Designing and regularly reviewing the current situation is an important step towards continuous improvement.
  • Work: any design, change or alignment adjustment needs to be put in practice. Paying attention to work according to the process as designed will support the improvement process. During this phase a performance dashboard is set-up and we can start measuring results (KPI’s). The process owners are coached in their coordination role. By visualizing and discussing the process results on a regular basis, improvement opportunities automatically become part of everyones mindset and will give input to the strategic and tactical improvement agenda.
  • Improve: what is the value of process descriptions if they are not used for continuously improving our business and raising the customer value? In this phase we will start improving the processes and activities by using problem solving techniques and using backlogs for implementing our ideal state. Improvement techniques like lean, six sigma, Theory of Constraints etc. are being used to identify and drive the improvement process.

By implementing this practical framework explicit insight within an organization is created, customer value improvements are seen and implemented naturally and immediately by the people that benefit directly from it. This way of working gives a very quick return on investment without big long lasting improvement programs. Call it agile, call it anyway you want, ValueMade likes to work with the end customer in mind, value driven! And to deliver results!