Recognizing that all work within the organizational structure is by definition a process, cycle time management-often referred to as reengineering-provides the framework to reassess each process step to determine its value in satisfying the customer. This course uses mapping techniques inherent within process and cycle time management methodologies to assist participants to uncover their baseline of present-day business operations, and the cycle time, effectiveness, and degree of waste of those processes. The result is typically a 40-50 percent reduction in waste and cycle time.
Process engineers, functional managers, quality managers, change agents, human resource managers, key executives and general managers of manufacturing.
- Identification of critical business interfaces, value-added and nonvalue-added activities, disconnects, and bottlenecks within the normal business process
- Development of tools for diagnosing and eliminating system and process problems
- Use of process reengineering to improve process quality and cycle time in both direct and support departments
- Development of techniques to facilitate the strategic integration of functional and organization objectives into a single, common purpose
- Identification of organizational and functional capabilities
- Isolation of resource requirements within the organization in advance of need
- Linking of operator-level activities to the strategic direction defined by senior management