transformation for excellence
TRANSCRIPT
Transformation for Excellence
An EXCELLENT organisation conducts its processes in an organised and independent way, it addresses its problems following strategic plans of swift implementation and generates, ultimately, inflows of information and efficient decisions that allow to advance in short, middle and long-term objectives.
Why do excellence projects usually fail?
They are implemented like a trend without a previous analysis of the company’s real ability to cope with change:
Work areas and areas with heterogeneous maturity. Non prepared management styles. Immature middle-management.
Continuous improvement is confused with basic management goals.
Why do excellence projects usually fail?
Its considered only as continuous improvement when maybe it should first take a big leap. What is the available potential for improvement?
Overly technical approach. People are not cared for, but treated as a set of tools
It is focused as a project to prove "We have already implemented lean". It is actually only a step in the maturation process.
We forget key processes: innovation, purchasing / supplier development, demand planning, etc.
So what to we propose at improva?
A transformation model addressed from a totally “corporate” approach.
Targeted at short-term results, but with a future process vision: maximize ROI (> 300%).
In which all the technical aspects are worked simultaneously, but also the human aspects of the organisation.
Adapted to the characteristics and singularities of each organisation. There is no single, universal method.
So what to we propose at improva?
Applying especially selected tools to meet the needs of the organization’s transformation process. Not all tools are suitable for all cases.
At all times collectively supported to dramatically speed up the transformation process. Reducing processing time, ensuring results at all times.
By predefined phases, to guarantee that each stage has the required strength to continue to build over it.
It is not an isolated project, it is a process of
continuous transformation
BASE JUMPING PHASE AND HOMOGENIZING AREAS
1.
The organisation’s transformation and leadership style
MORE CONTROL MORE PARTICIPATION MORE AUTONOMY
OPERATIONAL EXCELLENCE 2. ADAPTATIVE
EXCELLENCE3.
1. BASE JUMPING PHASE AND HOMOGENIZING AREAS
ORGANISATIONWe reduce barriers between areas.We define responsibilities.We supervise the assumption of competencies.
TRAININGWe train management teams: Management systems. Leadership. Change processes.
OPERATIONAL PROCESSESWe standarise processes: Internal logistics. Maintenance. Production.
MANAGEMENT SYSTEMSWe implement a management model on an operational level: Goals. Planning and programming. Promote the supervisory role. Meetings and operational indicators.
For this matter, we address changes in the four basic levers of a company
1. BASE JUMPING PHASE AND HOMOGENIZING AREAS
Through this great short term leap improvement we will increase the efficiency of our processes and predispose our organisation to be receptive to major changes.
2. OPERATIONAL EXCELLENCE
System tested in more than 300 continuous benchmark plants worldwide .
It allows assessment of the levers that generate results in a set of 8 dimensions.
It allows you to diagnose and establish personalised action plans.
Implementation of the University of St. Gallen’s OPEXmodel.
2. OPERATIONAL EXCELLENCEThe system allows assessment of the levers that turn action into results.
2. OPERATIONAL EXCELLENCEAfter the results, the operational model is assessed through comprehensive questionnaires .
2. OPERATIONAL EXCELLENCEQualitative and quantitative measurements and assessments are obtained that facilitate decision-making and action plans.
2. OPERATIONAL EXCELLENCE
Through us the organisation takes shape and the changes are strengthened in all the structure’s strata.In order to undertake reforms where needed most, we establish measurement and control systems that allow us to know the strengths and weaknesses of our organisation chart. The OPEX model of the University of St. Gallen allows us to establish a continuous benchmark on "multisite" organizations. We involve all the members of the organisation and align their personal goals with those of the collective.
3. ADAPTIVE EXCELLENCE
HORIZONTAL ORGANISATIONS
Restructure the organisation to place the work in the centre of the organisation chart.
Training of consolidated autonomous teams.
Turn intermediate managers into facilitators of work.
Implementation of an inspirational leadership system.
Define and coordinate responsibilities and functions.
Maximise agility in information management and in the management of the organisation.
3. ADAPTIVE EXCELLENCE
COLLABORATING ORGANISATIONS
Implement a collaborative management platform focused on improving organisational efficiency.
Definition of actions and tasks based on priorities and objectives.
Correct management of information and shared documents.
Use of new communication channels that maximise cohesion between teams and reduce management time.
Establish a meeting control to ensure your results.
Maximise agility in information management and in the management of the organisation.
3. ADAPTIVE EXCELLENCEMaximise agility in information management and in the management of the organisation.
BÚSQUEDA
Identificar Seleccionar Definir Observar Idear Transformar
DESCUBRIMIENTO
FRONT END OF INNOVATION INNOVATIVE ORGANISATIONS
Integration in the organization of innovation principles to be able to undertake changes with fluency.
Based on the company’s values, the development of collaboration and orientation.
Creation of an innovation office that channels the change towards achieving corporate objectives.
Training in skills and techniques of creative development and innovative thinking.
3. ADAPTIVE EXCELLENCE
The organisation becomes a living organism that operates efficiently and cohesively.It achieves a great ability to adapt and respond to changes in the environment. Moreover, we work in anticipation of new challenges and create new business models in the sector.Internal processes and information management are given in an agile way, without bottlenecks or administrative barriers.An extreme union between organisation and individuals is reached, its operation not being understood in an uncoordinated way.
Why Improva?
Improva is a company with headquarters in Barcelona and in the process of internationalisation.
With projects in Spain, France, Switzerland, Bulgaria, the United States, Colombia, Morocco, Nigeria, etc.
With 50 consultants and more than 200 associates with great expertise. With a long history of success since 2007. With a wide and differentiated service offer. And with a innovative and tangible value proposition.
The IKN network was created to incorporate into our projects the perspectives, knowledge and experiences of the our country’s most prestigious senior managers.
Great minds dedicated to the organisational direction of companies of any sector.
EXPERIENCE CONFIDENCE
iknTo keep us informed on the new insights concerning the management that leading research centres develop and apply, we have created IESE-INEO.
With this project we are part of the new methodologies and techniques.
INNOVATIONLEADING KNOWLEDGE BRILLIANT INSIGHTS
We continue to develop new projects on our own or in collaboration to be always at the forefront of knowledge and technology as far as organisations are
concerned.
Some of our clients
Barcelona. Vallespir 19, 4ª Planta. 08173 Sant Cugat del Vallès
Madrid · Bilbao · Valencia900 104 416
