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Process Improvement
Operating efficiency and evolving standards of corporate governance require effective and current business processes. These processes must reflect recent changes in market opportunities, competitive challenges, technological innovation, and regulations. They must be carefully designed, well documented, and fully implemented. The development and updating of processes must involve people who understand the business environment and the value of each step in what is being done today. It is valuable to add people who bring a fresh set of eyes to look for additional opportunities for process improvement, to question unverified assumptions, and assure appropriate design, documentation and implementation. As a consultant I bring that fresh set of eyes and an understanding of the design, documentation and implementation process. I work effectively with managers who understand the business environment. I also work well with employees who know each step in existing processes and understand the impact and potential value of changes. I have managed teams responsible for the development and redesign of processes in response to changes in regulations, business requirements and technology. Examples of Related Experience:Led one of several teams to document processes, interfaces, systems, opportunities and strategies for 17 back office departments of a major bank for for business process improvement at the department level. Evaluated results with other teams to identify opportunities to coordinate process improvement, systems development and strategies across departments. A major bank shipped checks and documents from branches to central sites for processing and shredding. Imaging them in branches offered major improvements in service and costs but raised issues of customer information security related to destruction of scanned items. Developed centralized management structure, polices, and processes for decentralized shredding. Also outlined audit processes. A planned process for imaging of checks in branches offered major improvements in service but could not be cost justified. Managed a study that expanded the scope of the new process to include documents from branches and other bank departments. Checks plus documents and an end-to-end solution increased value and reduced costs for shared services enough to justify the larger investment. Developed the processes and training material used by a major California health plan for its privacy policy and procedures development teams. The material provided high-level direction supported by explanations and links to the statute and regulations. Developers were able to quickly gain a high-level understanding and then access additional information as required. The largest cash vault in one of the ten largest U.S. banks acquired dollar bill sorting equipment capable of processing five times the number of bills per hour. This required new business processes from receipt of cash at the facility's door through processing and delivery to the inner vault. Managed process re-development and wrote the procedures manual. A large IT organization planned projects annually as part of the corporate budgeting process. Their visible project horizon was less than a year and future planning was based largely on informal discussions with major users. Designed and implemented a queuing process for projects that allowed internal customers to submit requests as needs were identified. Provided better information about the project backlog, facilitated periodic review of project priorities and extended the planning horizon. Customers were receiving statements without some of their cancelled checks from a major bank with more than 9 million customers. The percentage was very small, but increasing. A merger, changes in systems and growth were overwhelming normal quality control. Designed a management reporting system to predict problems before they affected customers. Used existing data to track four key steps and two outcomes. Posted results on the intranet in ways that highlighted negative trends and potential failures, identified sources of problems and tracked improvements. Provided special reports to improve communication with internal customers. Created and managed a communication strategy to support the implementation of centralized management of corporate wide purchasing. Identified and addressed opportunities and issues to assure executive support and minimize operational resistance. Cost saving of more than $100 million annually.
Designed and implemented training for one of the largest soft drink bottlers in the United States to support the implementation of centralized delivery-route-planning and the use of hand-held computers for route sales and delivery. More than 1,800 salesmen and drivers were trained in new procedures and the use of computers.
Contact: Hal Amens hal@lpf.com 310-902-0560
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