Excellence and Six Sigma

This concept is structured about the continuous improvement and achieving the elimination of rejects in any process of a company together with some aspects from Sustainability and Social Responsability, provided that these roads or / and other translate into obtaining and perfect fit of all the details of the processes and their interrelationship. There are several management systems or models oriented to this objective and model, principally:

  • Lean and Six Sigma: Methodologies employed for the continuous improvement en process efficiency. Both can be combined.
  • Balanced Scorcards/Dashboards
  • BPM - Business Process Management
  • Business Process Re-Engineering
  • Data analysis technologies
  • TQM (Total Quality Management)

There are some vectors determining the pursued objectives the companies implementing these systems prefer, like reflecting the value in the product price, the increase in efficiency or the cost reduction, but the most prefered is to get the customer satisfaction. Moreover, these methods allow to reduce defects, increase the market share, return and turnover, reduce operational risks, regulation compliance, align activities and processes, to get adapted to a fusion or buy out, get adapted to a new regulation and other.

In the content universe over which these programmes are applied, the projects can be distinguished based on two key parameters, the implementation period and the impact level, being usually that most of projects implementation lasts for 3-6 months, followed after by 6-12 months, en in third position less than 3 months but still there are a significant 15% not measuring the improvement projects. It is difficult to select specific departments that implement a program of this type, regardless of their relationship and interaction with other processes.

Aplicación

Such programs necessarily require an immediate and complete access to records of performance, productivity, known to all directors or heads of departments, knowledge of products, services and competitors, key aspects of customers, processes or the core pillars of the business, the historical change programs, the ability to make changes, people with influence and detractors ... and finally to immediately recognize what you see. All this makes complicated than an internal person is responsible for directing a program of excellence, since barriers are often insurmountable. By contrast, an outside firm presents an image of objectivity, which together with some authority delegated, lets get faster where otherwise it would be complicated.

The implementation of these methods starts to give results from the first year, but get to mature in 4-5 years.

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