Leading the transformation process to sustainable high performance

Every organization is a collection of processes. This is hard to believe but the average business process contains a whopping 80% of something called “Non-Value-Added Activity” (NVA).

Identification and elimination of NVA increases the efficiency of workflows. Initiatives aimed at achieving high-performing business processes are launched with great enthusiasm and high hopes, but often gradually sputter out.

In this article, Gerry Bruno examines the factors and real reasons why programs fail. The piece lays out all the components that must be in play and which must be addressed proactively to provide a solid foundation upon which sustainable high performance can be built.

Lingua: English

Autore

Gerry Bruno

A Trainer and Consultant for the Corporate Education Group and President and Founder of Gerard Bruno Associates, started his process improvement career in 1979. At that time, he was tasked with starting an internal Business Process Improvement consultancy which led to the development of a program that reduced the number of steps in existing work flows by an average of 62%; in addition to this, Gerry also created the WIN (Work Improvement Now) Demonstration Project, a three-day training program that routinely reduces troublesome processes by an average of more than 50%. He is also the co-developer of Value-Added Transition Systems (VATS) for Process Improvement.