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“The content and description of this course was very appealing because many processes in Payroll and Benefits are data and systems dependent requiring consistent application of policies and procedures. Two aspects of the course— standardization and cellular teams— were most relevant to us. We do many things in teams; but, we don’t always do them the same way. Already, we are seeing results in standardizing our work processes and reducing waste. For example, we found that some of our teams calculated the company’s pay equalization for military duty differently, using slightly different assumptions. Together, the teams looked at the different methods and rationales, found common ground and built new standard operating procedures for everyone that achieved the best results for the employee and company.”

Tim Muffly
Director, Payroll Administration
PPG

 

Only Strategic Projects Get Resourced: Case Study

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This mid-sized B2C has a strong CEO with clear values. The number one value is that whatever the company does must benefit the customer. The CEO defines the vision and strategy and he and the execs turn the strategies into projects. They know there are only a small number of projects they can work on. […]

Who's on First? The Importance of Roles in Processes

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When you’re first doing a business process improvement project understanding roles in the process is critical. That’s because often employees don’t know who is responsible for a certain task in the process, or there are two people responsible for a task (so who is really responsible?), or they don’t know who to escalate a concern […]

Aligning Performance Improvement, Strategy, and Daily work in Healthcare – Part One

Guest Blog

 

Guest Blog by Mary Grace Gardner, MPH is a Director of Strategy and Performance Improvement in the San Francisco Bay Area

 

Have you launched a performance improvement project based on someone’s brilliant improvement idea only to see participation fizzle out by the third team meeting? You probably spent hours crafting the perfect kick […]

How Do You Start Process Improvement? Case Example

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This international mid-sized company began by documenting current work processes when suppliers demanded ISO documentation to do business. ISO introduced the need for work process to the company. Then, led by the Quality Manager, the senior leaders made a company inventory, listing 80-100 core workflows (or processes) and reducing them to 30. These 30 became […]

Should the Process Office Lead a BPI Project? The Good and the Bad

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A pharmaceutical company had been operating for over 15 years, so it was not a start up, but it was still privately owned. It had grown to a middle market company with 1500 employees in the US and globally and had five successful products in the market place.

Regulation demanded that clinical trials meet […]