1. Simplified, streamlined and standardized…
2. Monitored, measured, sustained and continuously improved…

This approach facilitates learning and knowledge mgmt. being valued as an asset not a cost or expense

Thanks for all you are an do…

Keith

Seemingly impossible problems that you will never overcome are quickly reduced to their basic building blocks and the root cause identified and resolved. Ongoing monitoring of the “health” of the process is established with meaningful and relevant metrics which allow the process manager to maintain quality and efficiency while satisfying the clients’ needs.

Of all the management and leadership training I have taken over the years, Boot Camp has given me insights into business which have stuck with me and that I have been able to draw on long after my last project was completed.

As important and impactful as that experience was since then I have consistently applied, I will call them, The Truths about Process to my work at Maritz as a consultant to automotive dealerships and know in my work at CCBCC.

I have come to understand that organizations have the same set of business problems and 80% of those problems are the same. The remaining 20 % of problems are attributable to the unique attributes of their industry.

I have come to understand that all organizations, regardless of size, across all industries, public or private, don’t know what they don’t know. What they don’t know is – The Truth about Process – and how the Tatham organization can enable them to minimize those problems by:

1. Improving the performance and output for their core processes…
2. Lower the cost of doing business…
3. Increase revenue…
4. Improve employee engagement…

At the first company, one division’s leadership team bought in and we were able to reduce the staff from 1000 employees to just over 700 employees, through attrition. At the same time we increase our volume of work by 30%. This was over a two year period. We did this by utilizing the Tatham methodology to review all of our processes, remove the rework, and find the root cause of problems.

Where we ran into problems was when a process started and/or ended in another business area (like IT). It was difficult to get them to the table to discuss issues or implement solutions. Much of what we did implement is still in use today.

At the second company we have had even greater success. I have been here 5 years now, and not only is it fully supported by senior management, but it is part of all of our strategic plans. Every division, identifies a couple of “key initiatives” each year and results are part of the incentive program. These are facilitated by the business leaders and our dedicated Process Masters. In addition at the team level, further issues are identified and worked on by the managers and their teams, with Tatham Process Managers as coaches.

No area in the company is off limits. All Management “must” attend a Boot Camp soon after being hired, (we run about 4 per year).

I think the key is to have good Leadership support and start slow. Our whole Leadership team went to the Boot Camp for Executives (Our CEO had been before). The first year we picked 3 projects to work on which were high volume, and very visible processes.
We also introduced measurement..the right kind! We often collect lots of data but not useful information. Boot Camp shows you what data you need to use!

Over the five years our culture has changed. Everyone works at improving processes. This year we have 14 key intiatives and 25 smaller ones.

I am also trained in Six Sigma however I find the data collection strategies with Six Sigma are often onerous and not always necessary.

What I really like about Tatham’s methodology is that is is simple to understand and use. Boot Camp is a great tool to help everyone see the possibilities and to engage them into action.

Marilyn