PROCESS DRIVES PERFORMANCE.
EXCELLENT PROCESS DRIVES EXCELLENT PERFORMANCE.
Exent specialises in business process and operational excellence as a core competency.
We have unparalleled depth in Business Process Management, Lean Enterprise & Six Sigma.
Dozens of F500 organisations get our help to transform strategic business processes and deliver operational excellence.
Your business process is at the heart of your operation. Beyond people, beyond strategy, beyond technology. The way your business operates day in and day out is often the critical determinant of performance, profitability and organic growth. Business process is often the “hidden layer” to enterprise success, buried underneath strategic change, systems implementation or just business as usual – without conscious design, control or improvement.
It’s easy to get mediocre processes simply by default – people and systems follow the path of least resistance, and simply having a business process doesn’t mean you’ve got good business process. Although it’s harder to build excellent processes – those that are streamlined, effective and efficient – organisations that manage such a journey create a platform for high performance and long-term success.
Whether its banking, construction, manufacturing, healthcare, or finance, the path to maturity lies in consciously knowing, controlling and improving business processes to drive excellence across all areas, from sales to service, finance to operations.
Driving Strategic Benefit
We accelerate the journey to process and operational excellence for organisations looking to deliver gains across a diverse group of strategic benefits. “Better practice” excellence programmes built on thought leadership and deep expertise in diverse industries, oriented to deliver results at pace, routinely create significant improvement in major metrics of operational and process objectives.
- Speed – Reduced end-to-end lead times; reduced touch time / processing time; less wasted time spent in queues and fewer handoffs
- Expense Reduction – reduction in manual effort for permanent and contingent labour; lower direct costs in the form of scrap, defects and exception processing; reduced plant and operating footprint, higher yield
- Quality & Customer Delight: better product quality with reduced defects, improved service levels, increased customer satisfaction/retention
- Revenue Growth – faster provisioning for supply-constrained sales, improved customer lifetime value, repeat and promotor sales, long-term brand equity and a competitive differentiator at market
- Efficiency – optimisation of touch time with reduced waste, failure demand, rework, delays and bottlenecks
- Stability & Predictability – less fire fighting with controlled process, predictable timing, optimum batch sizing, reduction in plant variation and overproduction
- Staff Satisfaction – empowered staff, cultural shift to improvement-orientation, fewer complaints for process workarounds and manual intervention, shifting towards value-adding work, diverse role design and cross-skilling
- Scale – plan and manage volume increases without causing fundamental process breakages, map procedures and frontline skills to training & scale workforce out, introduced streamlined simpler processes to avoid exception management and heavy control infrastructure
Aligning Process Excellence
Process & Operational Excellence typically require strong alignment with Enterprise or Divisional strategy as well as interconnects with any central change teams and functions. An alignment around methodology, if any, exists for Lean Six Sigma enterprises.
Our Process & Operational Excellence Clients
How We Assist
Business Process Transformation
Talent On Tap
Business Process Transformation
Organisations that want major step-change in efficiencies, service, quality and stability must commit themselves to serious business process transformation. In practice, process transformation means the following:
- Major redesign and improvement of the organisation’s large scale processes and operations
- Building internal culture, discipline, and habits around processes – a continuous journey to standardise, control and improve
- Delivering a suite of performance improvements with a basket of time, cost, quality and customer benefits
- Aligning leader, staff and Business-As-Usual activities to be process-aware (if not process-centric) with good process governance and ongoing sponsorship of process improvement
Process Transformation is often delivered as an initial programme that formulates the strategy for building a process organisation as well as several major improvement projects to deliver change and uplift; followed by an ongoing Business-As-Usual component that then remains to deliver continuous process improvement into the long-term.
Business Process Modelling
Process excellence in earnest begins with process definition – mapping and modelling current state processes, and the operating context they live in, to enable analysis and improvement. Processes may be defined at any of several levels – from the Enterprise Architecture through to frontline Work Instructions.
An Enterprise Architecture captures and defines all Enterprise processes on a page, at a high level of detail, and models how they interoperate to form an Operating Model (along with other people, function and resource dimensions). Each process may then be modelling in its own right at various levels of detail – a Level 1 model typically contains high level sequences/phases for a process whereas a Level 4/Level 5 represents executable procedures.
Processes are modeled using a notation that becomes the standard and norm within the enterprise for process mapping – we select and lightly adapt industry standards such as BPMN (Business Process Model & Notation) or EPC (Event-driven Process Chain) both of which have strengths and levels of fit with an organisation’s level of maturity and aspiration. We feel its important to be both pragmatic but also future-aware when it comes to defining the ways that processes are modelling, without over- or under-simplifying the models.
We have deep expertise in assisting organisations take their process modelling further by building rich, functional repositories on enterprise BPM suites, and then automating processes with forms, business rules, workflow and case management with BPA or iBPMS solutions.
Operational Excellence Programmes
Operational Excellence brings together a number of dimensions including business process, but also work design, shopfloor & frontline organisation, team & interpersonal habits, leadership, self-led improvement and major performance uplift. It is an aspirational journey to long-term high-impact high-efficiency operations. Despite the name, operational excellence programmes apply across all functions including sales and marketing, finance, IT and customer service/delivery; and across multiple diverse sectors including manufacturing, primary production, transportation, healthcare, financial services and retail.
Typically Operational Excellence requires both (a) a mandate towards better state (whether driven by cost reduction, revenue uplift, customer service and quality, or other internal imperatives) and (b) a recognition that the business isn’t as effective and streamlined operationally as it could and should be. From there, a strategy is formulated based on current state and future vision, and the right tools and tactics from global best practice Lean Enterprise, Six Sigma, Theory of Constraints, and Kaizen (Continuous Improvement) approaches are blended in a pragmatic, domain-relevant way to drive outcomes at pace.
Business Process Improvement
Business process improvement entails auditing, re-engineering or re-designing entire business processes to drive improvements in lead time, reduce waste or rework, eliminate inefficiencies and improvement quality and service outcomes – whether to very large “mega processes” that are fairly complex and resource-intensive core operations, or to peripheral and smaller support processes.
The central challenge with most process improvement is to identify the right changes to the process based on clear and reliable insight into root cause issues, and to drive those change at pace. For every process change that correctly solves a root cause issue, there are many that are “false solutions” – whether its systems automation, role or structural redesign, manual/procedural workarounds, etc. In addition, many organisations are frustrated in their process improvement efforts where practitioners aren’t fully experienced in delivering high-impact results fast, and can often linger in “analysis paralysis” trying to identifying the right change, or deliver superficial change to the periphery of the process that doesn’t deliver major uplift required.
We specialise in high impact process improvement, at pace. Our FastPath approach aims to find the critical design or operational conditions that most contribute to performance outputs using a mix of Six Sigma and Process Analytics, then blitzes the solution design through Kaizen events and solution strategy sessions. We also implement classic Six Sigma improvement through the DMAIC process (Define, Measure, Analyse, Improve, control) for robust, data-driven process improvement.
Business Process Talent On Tap (Resourcing)
For organisations that have in-flight improvement programmes or work, led internally, but are looking for additional talent on a contingent basis, we assist by providing process improvement resources on what we call a “Talent On Tap” basis, providing short- or mid-term embedded resourcing that has a number of benefits to organisations.
- High-capability consulting talent at hybrid rates, with flexible timing and engagement options
- Brought in on a “solutions” basis, not a “labour hire” basis, around outcomes and deliverables
- Re-usable, dependable talent pool that can scale at short notice with flexible start and end timing without worrying about long-term retention
- Offered on a “partnering” basis with the same talent available over time, and no loss of IP or domain knowledge
- Guaranteed performance with senior oversight and escalation channels, rather than unmanaged, risky and patchy contractor pools