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Analysing your current state in order to develop improvement roadmaps, enabling organisational ambitions to be achieved. —
Where are you on your journey?
At S A Partners we see Organisational Transformation as a journey where we set goals, assessprogress, refine plans and continually develop the way forward. We have developed the S A Partners Improvement Journey Model, which signposts this in detail.
The S A Partners Improvement Journey Model is a key diagnostic tool created to assess your organisational maturity. Each section of the model is assessed in order to conduct a thorough diagnostic of your current state, and create a roadmap that enables you to realise your future goals. We translate your vision and targets into a resourced, time-bound roadmap and governance structure that ensures your goals are delivered.
Below are the different levels of maturity that we use as an assessment criteria.
The vision goals and strategy are clearly communicated throughout the organisation with key measurement targets and activities appropriately deployed.
LEADERS
Cannot focus on the future as they become involved in operational issues.
MANAGERS
Live in the world of chaos, firefighting, and frustration.
ASSOCIATES
Always reworking, no consistency, poor engagement and involvement.
LEADERS
Can plan for a better future.
MANAGERS
Deliver what they are accountable for and improve what they do.
ASSOCIATES
Perform work in line with standards and become involved in what they do.
LEADERS
Continually plan for an improved culture.
MANAGERS
Innovate and develop what they do.
ASSOCIATES
Continually deliver and develop what they do.
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The S A Partners Enterprise Excellence Assessment –
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A structured and collaborative assessment that creates a roadmap for Enterprise Excellence, delivering strategic goals and sustainable results. –
Why conduct an Enterprise Excellence Assessment?
The Enterprise Excellence Assessment provides insights on the current maturity of your organisation by benchmarking against recognised Enterprise Excellence principles and practices. We use the assessment insights to develop and execute an implementation programme to deliver sustainable customer results for your organisation.
This approach enables your business to:
► Deliver customer focused RESULTSin a sustainable way.
► Have clarity on the business PURPOSEwith systems aligned to deliver performance.
► Have committed PEOPLEat every level who are engaged in creating a positive culture.
► Develop waste-free PROCESS in all areas with internal capability to deliver improvement.
► Effectively manage and continuously improve upon the Enterprise Excellence journey.
Our Enterprise Excellence Assessment provides insights on the current maturity of an organisation by benchmarking against recognised Enterprise Excellence principles and practices. You can use the assessment insights to develop and execute an implementation programme to deliver sustainable customer results.
Over the past 10 years, S A Partners have successfully co-managed over 200 roadmaps, and those roadmaps have covered over 20 sectors, for SMEs, and large organisations across the globe. Our clients benefit from conducting an S A Partners Enterprise Excellence Assessment from; measurable improvements in a range of key business processes, standard systems designed and deployed, proven leadership and team capability developed.
Key Features of the Enterprise Excellence Assessment
GAIN BUSINESS ALIGNMENT
Collaborative Enterprise Excellence alignment and planning session To ensure there is understanding of what Enterprise Excellence is and how it aligns with the business strategy.
CONDUCT ASSESSMENT
Conduct the assessment and analysis to produce summary findings report to gain an insightful, in-depth understanding of the current strengths and weaknesses of the business.
REVIEW THE FINDINGS
Work together to review findings and develop a roadmap aligned to strategy to convert the assessment findings into key insights, aligning the findings with the business strategy, and select key themes for the improvement roadmap.
AGREE PROGRAMME PLAN
Agree shared programme management process to execute the roadmap to provide clarity of goals and milestones with agreed owners, and a joint approach to track and manage the activities.
PURPOSE– Assessing and improving the essential strategic systems required to be deployed across the business.
PROCESS– Assessing and improving ‘your’ core and enabling processes required to operate effectively.
PEOPLE– Assessing and improving the impact of behaviour and dialogue required to create an improvement culture.
RESULTS– Assessing and improving the balance and performance of your key measures and targets.
The Enterprise Excellence model has been continuously developing over a number of years and has both academic rigour and results-based proven practice from a variety of business sectors. The assessment conducted by a licenced facilitator is aligned to The Shingo Model of Enterprise Excellence and can act as a benchmark if the business is looking to pursue a Shingo Award in the future.
Simultaneously working with leaders, identifying improvement goals, equipping teams with problem solving skills, all within a robust programme governance, enable both organisations and individuals to maximise their potential.
The video below explains each section:
View the video below which explores the Delivery Model in greater detail
Programme Governance provides a framework for high level resource and programme management, it ensures resources are used at their optimum, balancing the elements of ‘Together, the power to improve’. It also provides a framework for the delivery of a range of both enabling and tangible benefits, and for high level resource and programme management.
It also provides a visualisation of progress and a forum for discussion.
What does each section of the Programme Governance framework do?
It identifies the purpose of the programme, and how people will work together to deliver it.
It quantifies the benefits of the programme and how data will be gathered to monitor progress.
It creates the programme governance structure to ensure appropriate resources are available to deliver the benefits.
Balancing Skills
It is essential we balance the programme, developing system features that lead continuous improvement and coaches to deliver benefits with work teams.
To that end it’s important we have the right mix of skills throughout the organisation, if not there is an imbalance in the programme which prevents CI from being implemented successfully and sustainably.
Below is an example of some typical imbalances in organisations:
Great training but nowhere to practice the skills.
Great deployment and leadership training, but no-one knows how to improve findings.
We left the middle managers out of the process.
The chosen few do everything, the front line are not engaged.
The Lean Business Model is a diagnostic framework and implementation model that helps us assess where you are, and that then enables sustained organisational success. Combined with the iceberg model it develops the core thinking of the Shingo Prize winning book, Staying Lean, Thriving not just Surviving.
What does each section of the Lean Business Model do?
Strategy Deployment
The vision goals and strategy are clearly communicated throughout the organisation with key measurement targets and activities appropriately deployed
Value Stream Management
Improvement is managed through processes and value streams to deliver outstanding customer value with minimum bureaucracy and waste.
People Enabled Processes
Accountabilities are clear at all levels and leaders develop their team in an environment where they can realise people potential.
Extended Enterprise
The organisation develops integrated strategies and trusting relationships with the best external partners to deliver customer value & eliminate waste across the boundaries between organisations.
Tools & Techniques
The organisation has a daily habit of CI that uses simple visual tools & techniques that have been chosen and adapted for effective use
Prof. Peter Hines talks you through the Lean Business Model approach to CI
