Process Improvement

To Improve a Process, You Need Resourcesful and Relentless Problem-finders Who Discover New Questions And Then Answer Them

risk management

Decision-makers strive to eliminate weaknesses, waste, gaps and leaks, and bottlenecks – Broken or inefficient processes cost your company time, cost your business money and harm its image.

For instance, and besides the obvious, it’s common to trace back a weakness in sales to a defective recruitment policy or inadequate production quality.

What Sets us Apart

Different Types of Audits We Do

The Difference Between Improving and Re-engineering a Process

Process Improvement 1

In mapping processes, we are diligent and meticulous in tracking details and in pursuing clarity, accuracy and pragmatism. We know that by clearly identifying and going to the root cause of any challenge, we’d have already crossed more than 50% in finding the solution.

To us, anything worth doing is worth doing right the first time.

The Seven Wise Men is an award-winning process improvement consultancy.

In a world of promises, we deliver actions and results.

Who Benefits Most from Process Improvement?

Workplaces that suffer from these symptoms stand to make tremendous gains. Managers spend a great deal of time “firefighting” problems everyday. Throwing money at problems does not solve them, or too many reworks and procedures are circumvented to expedite work.

Other manifestations include dissatisfied employees and high staff turnover rate; unsold product inventory or poor customer experience and loyalty rate.

What is Process Improvement?

Process improvement refers to finding ways to make existing processes faster, more accurate, more efficient, and more reliable.

It helps track down and break up challenges into smaller and more manageable chunks before solving them and building control systems that ensure problems do not happen again.

The Difference Between Process Improvement and Process Re-engineering

The Seven Wise Men applies process improvement to a small sequence of tasks that require minor modifications; or we re-engineer the core of those tasks in what is a major overhaul of those tasks and use of resources.

Smaller process improvements usually results in improvements of less than 30% while process reenginererings directly result in improvements of more than 30%.

Process improvement applies to one or more of the following policies:

– Value-chains– Pricing– Costing
– Decision-making– Lot-size production– Lead times
– Procurement– Sales and marketing– Quality management
– Production management– Resource management– Customer experience
– Efficiency measurements– Performance appraisal– Recruitment

Our measurements and solutions apply on 6 different levels: company level, or group level, or division level, business unit level, plant and cell levels or individual level.

process improvement per level

What Sets Us Apart

1. Data analytics

We combine talented personnel with advanced technologies to map processes and value streams
2. Accuracy

Mapping processes will automatically and reliably quantify the extent of inefficiencies a company might be incurring
3. Pragmatism

While most process re-engineering consultants put the emphasis on rigid documentation; we put the emphasis on both documentation, and, on the practical application of the new processes.

Implementation is the real acid test for successful business process improvement (instead of reams of documents that sit idly in drawers)
4. Control systems

We put internal control systems in place to ensure mistakes never happen again

The Different Types of Process Auditing We Do

A. Marketing audit– We evaluate marketing programs and tasks in the wider context of market conditions
B. Branding audit – We evaluate how a brand, service or product is positioned in the market; and how a client recognizes or recalls your brand and where your brand fits in
C. Operational audit– An operational audit identifies the root causes of inefficiencies, waste, gaps and leaks in existing structures
– It proposes new ways to allocate technical, human and capital resources to areas where they are needed most
D. Sales audit– A sales audit analyses a business’ sales history, strategy, and tactics and covers sales policies and personnel and resources
E. Quality audit– A quality audit starts by analysing the design of a product itself (safety and ease of use…) before moving down the chain to manufacturing and ending with packaging and shipping, and customer satisfaction
F. Manufacturing audit– We look at a factory’s background, its manpower and production capabilities in addition to its machinery, facilities, equipment and tools and so on. A manufacturing audit tells a lot about the company itself and about its suppliers
G. Value creation audit– What’s your value-added; and best product features and why
H. Location selection audit– Quantitative and qualitative criteria to choose a new location
I. Risk prevention audit– Risk prevention and containment, risk assessment and simulation, crisis management and post-crisis
J. Franchise audit– Is your business ready to franchise?
K. Proposal management audit– Does a consultant or a coach have the right prospecting, negotiating, sales management and proposal management system in place? And how to perfect it?

Process Improvement Methodologies

the process of process improvement
Our approach to improving a process

There are many methodologies that help companies visually map out process workflows but “The Balanced Scorecard” is our go-to tool in combination with other ones such as:

– Value stream mapping (VSM): VSM helps organizations visually represent customer’s perceptions of a business process, which helps identify the value of a product, process or service to the organization

– Total Quality Management (TQM): TQM focuses on cultivating long-term success through customer satisfaction, TQM helps organizations get the entire company on board with continuous process improvement

– Process mapping– Creates a flow diagram that delivers vital information about a process workflow from start to finish
– Theory of Constraints– The goal is to identify those constraints and discover how to open up the bottleneck by breaking the constraint or adding buffers to keep it from limiting an entire system
– Cause and Effect analysis– This tool involves using a diagraming method to fix problems the first time by identifying the problem, discovering road blocks and pinpointing why the process isn’t working

Acclaimed Process Engineers

broad thinker

As one of the most effective process improvement consultants in Dubai, an international award, media appearances, and proofs back our commitment to deliver expected results, on-time.

We created our own strong brand to prove our set of skills. If a business consultant cannot clearly develop its own strong company; is it conceivable that they can do a better job handling other people’s businesses?