Challenging times require that government agencies implement performance improvements from top to bottom, properly aligning their organization and processes to foster:
Instead of focusing on Lean, Six Sigma, and other solutions, CPI is more about positive change and moving toward an alignment of strategy, cost reduction, and result delivery.
Often government organization personnel are trained in a single problem-solving approach and depend on this approach to solve every problem. When you select Thomas Group as your CPI consultant, we will use a variety of CPI tools based upon your organization’s goals and constraints, including: CPI Maturity Model, Lean, basic Six Sigma techniques, Kaizen, Theory of Constraints, and Hoshin Kanri.
To deliver results for government, we use our innovative continuous process improvement (CPI) maturity model known as PI Max, which encompasses all the attributes of Lean, Six Sigma, and other tools, to identify opportunities to achieve operational excellence. PI Max recognizes performance gaps, reduces cycle time, eliminates waste, and focuses on quality and productivity enhancements to deliver dramatic new efficiencies and performance improvements.
PI Max addresses the following components:
CPI Organizational Maturity: This categorization of your organization’s current state is the basis for helping you recognize where you are on your journey. The maturity cycle consists of: awareness, adopting, threshold, enterprise, and extended enterprise.
CPI Maturity Assessment Tool: This tool was developed based on Thomas Group’s experience with the Enterprise Maturity Model and our research of existing maturity assessment models already in place. It consists of five disciplines containing 25 elements. Each element has five levels of maturity.
GAPTRAC: This model identifies the gap between where a government organization is and where they should be. This tool takes the subjectivity out of the assessment and graphically provides the way ahead to improved performance.
Businesses that align their lean organizations will be the clear leaders in the new economy, continuously pulling market share and revenue from those falling behind. It is not enough to simply have the right strategy. The ability to execute that strategy successfully is a critical competitive advantage of a company that excels at process improvement programs.
In order to be successful, a government agency must know how to plan and execute — it is not enough to simply have the right strategy. The ability to implement a change management strategy successfully is a critical success factor that any government agency needs to execute process improvement programs. We work hand-in-hand with our clients to ensure their success by using all the tools of Lean and Six Sigma to close gaps and drive financial results.
Thomas Group’s change agents have extensive experience in restructuring, redesigning, and reenergizing business process improvement and offer a pragmatic approach to generating rapid, sustainable business improvement. A key underpinning of Thomas Group’s approach is to conquer complexity with a systematic approach for identifying key improvement levers and prioritizing and sequencing improvement initiatives for maximum benefit. Depending on current condition and performance of the supply chain, improvement initiatives may operate at any of three levels:
Talk to Thomas Group about implementing continuous process improvement solutions in your government agency.