Organizational Optimization – Workshop 3 (Current State)
The Appleton Greene Corporate Training Program (CTP) for Organizational Optimization is provided by Mr. Shortt Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Shortt is a Certified Learning Provider (CLP) at Appleton Greene and Co (AGC) as well as the owner of an international business education and consultancy company which focuses on individual, personnel and overall business optimization. Mr. Shortt is honored to provide AGC services through a wide array of past business experience that includes such industries as Biotechnology, Healthcare, Government and Utilities. In these industries, Mr. Shortt has held various roles in operations management, product management and design, sales, and workflow optimization.
Historically, Mr. Shortt has worked with many of the Fortune 500 global leaders in diagnostics, information technology products and services, such as McKesson, Roche, and Danaher, and has also served in the US Army as an officer in the Medical Service Corps, where Mr. Shortt provided not only leadership expertise, but also workflow optimization utilizing IT and hardware applications, leveraging such workflows aids as robotics and automation. Mr. Shortt’s personal education, which is highlighted by an MBA with an Executive certification, has been structured for him to be able to provide leadership perspective and expertise in how to identify a business’ foundational current state in such areas as Financials, Business Strategy, Marketing Strategy, and Personnel Management, and then to leverage that expertise to prioritize and optimize a business’ path to success. Mr. Shortt holds various certifications, such as Business Analysis from a managerial perspective, and also possesses a Six-Sigma Black Belt certification. Mr. Shortt’s personally-owned business, Ascension Advising Solutions, LLC, which is based in Raleigh, North Carolina, USA, as well as in Tallinn, Estonia in the EU, has provided business training and consultation services for various international companies in Europe, the United Kingdom, South Africa, and recently in China. Mr. Shortt is the author of two books on finding financial success and empowering your business, as well as a business optimization blog. Mr. Shortt is also the primary author and life coach of a self-optimization website dedicated to the long-standing benefits of mindfulness meditation in today’s modern world. Mr. Shortt’s service skills for AGC notably incorporate: leadership optimization, business strategy and optimization, personnel management, and program education and development.
MOST Analysis
Mission Statement
Once the leadership team has gained an understanding of the benefits of the program in month one, and decided on a designated area within the organization for implementation in month two, then the actual work of the business optimization plan can begin. This very important step involves the documentation of the actual workflow, process, or contribution that the chosen business unit, department, etc., currently undergoes. Key stakeholders in this process are identified and assigned tasks that contribute to this overall deliverable. This deliverable can be in the form of flow diagrams and swim lanes, tables, Kanban boards, etc., and will be used as the source of truth for where the organization currently resides on a given process. It is pertinent at this step that all individual gaps in understanding of the current workflow, process, etc., are identified and a complete product is created, so that collectively all affected parties gain like awareness, and clearcut decisions can be made later on in the program as a result. The key to this crucial step in the program, regardless of the format or tool used, is detailed documentation, with no assumptions of any sort or consolidation of steps.
Objectives
01. Building Awareness of the Need for Change: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Voice of the Customer (VOC): departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Successful Change Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Business Process Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Project Management: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. The DMAIC Model Introduction: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. The DMAIC Model as it relates to Current State: Define Phase: departmental SWOT analysis; strategy research & development. 1 Month
08. The DMAIC Model as it relates to Current State: Measure Phase: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Stakeholder Roles: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Researching Current Process: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Documentation of Project: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Stakeholder communication and Validation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Building Awareness of the Need for Change: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Voice of the Customer (VOC): Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Successful Change Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Business Process Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Project Management: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. The DMAIC Model Introduction: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. The DMAIC Model as it relates to Current State: Define Phase: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. The DMAIC Model as it relates to Current State: Measure Phase: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Stakeholder Roles: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Researching Current Process: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Documentation of Project: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Stakeholder communication and Validation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Building Awareness of the Need for Change.
02. Create a task on your calendar, to be completed within the next month, to analyze Voice of the Customer (VOC).
03. Create a task on your calendar, to be completed within the next month, to analyze Successful Change Management.
04. Create a task on your calendar, to be completed within the next month, to analyze Business Process Management.
05. Create a task on your calendar, to be completed within the next month, to analyze Project Management.
06. Create a task on your calendar, to be completed within the next month, to analyze The DMAIC Model Introduction.
07. Create a task on your calendar, to be completed within the next month, to analyze The DMAIC Model as it relates to Current State: Define Phase.
08. Create a task on your calendar, to be completed within the next month, to analyze The DMAIC Model as it relates to Current State: Measure Phase.
09. Create a task on your calendar, to be completed within the next month, to analyze Stakeholder Roles.
10. Create a task on your calendar, to be completed within the next month, to analyze Researching Current Process.
11. Create a task on your calendar, to be completed within the next month, to analyze Documentation of Project.
12. Create a task on your calendar, to be completed within the next month, to analyze Stakeholder communication and Validation.
Introduction
You might be wondering what a current state analysis is and how it might help you achieve specific objectives while seeking to enhance business systems and processes for organizational optimization. These techniques assess business practices and pinpoint areas for development. Utilizing these analyses boosts overall effectiveness and production. In this workshop, we will discuss the definition of current state analysis, how it differs from future state analysis, its advantages, how to undertake an as-is evaluation of current process(es), and lastly, provide frequently asked questions regarding these studies.
What is current state analysis?
The management technique of current state analysis, also known as as-is process analysis, is used to identify and assess a company’s processes and workflows as they currently exist. As-is diagrams, which describe an organization’s current procedures, are also used in these assessments. This method can be used, for instance, by a recruiting firm to evaluate various internal processes including receiving resumes and applications, publishing job openings, or conducting phone interviews. By assessing your current functions for effectiveness, efficiency, dependability, and customer satisfaction, as-is procedures assist you in determining how to improve your organization’s tasks. The high-level goal is to determine the advantages, disadvantages, opportunities, and threats of each process.
Either the entire organization or a single team procedure is the focus of a current state analysis. The secret is to perform data-driven, observational, and analytical research. Additionally, measurements allow you to assess how well a company is fulfilling its obligations and what modifications are necessary. These are the objectives of this approach:
• Saving money and/or cutting unnecessary costs
• Creating new processes
• Improving or developing current workflows
• Improving customer satisfaction
• Increasing staff coordination
• Adherence to new regulatory requirements
• Adapting certain processes globally after a corporate merger
Current state vs. future state process analysis
While the as-is processes analysis depicts the state of your operations at the moment, the future state processes analysis demonstrates the organization’s potential. A tool for enhancing the current procedure is future analysis. Starting with an analysis of what is happening in the organization right now and ending with how you want it to look in the future, the process management strategy is composed. You must take into account business objectives, the interactions between your processes, and stakeholder relations when performing these studies.
You can utilize the as-is diagram (as above) in these discussions to suggest changes to the business’s present procedures. You can determine whether problems within particular processes have an impact on other sections of the business by understanding how processes interact.
As-is process analysis advantages
An organization’s operations can be built on a solid foundation thanks to a current state process analysis, which also adds to management strategies and enhances workflow. You might provide remedies for problems identified through the process analysis of the situation as-is if you want to model optimal management and leadership techniques. To establish your priorities, you might assess the company’s state and contrast it with your objectives. You can also talk about problems with your managers or superiors. Think about creating an initial future state diagram that illustrates the potential of your future workflows.
How to conduct a current state process analysis
Here’s a guide to help you conduct a current state process analysis:
1. Conduct research.
Creating an overview of the company’s present products, activities, and services is the first phase of an as-is process study. Once you have a list of these components, you may create a summary or graphic that illustrates the supply chain of the organization. This aids in your personal comprehension of the services and items provided by the business. Normally, you conduct research into how the company conducts business at all levels and throughout all departments. You might wish to record the start and end times of the procedures, as well as which team members are in charge of keeping an eye on those operations.
For instance, you can locate and make a note of each phase in the production process, such as the packaging and raw material purchase. Asking department managers, members of senior management, and stakeholders for assistance with your study and a list of the pertinent data would also be helpful. To have a precise understanding of the processes, think about speaking with the people in charge of the products and their production. Here are several methods for gathering data for your as-is process analysis:
Interview professionals
Ask everyone involved in carrying out those processes if you want accurate information about the company’s procedures. You could, for instance, consult your managers, technicians, and top management. Individual r