ORGANISATIONAL EXCELLENCE

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Overview

Most organisational excellence programmes are built around process improvements which are driven by requirements to improve customer service levels, reduce costs or improve working capital. Usually, with the customer foremost in mind, it will be combination of all these requirements.

Process-, and/or value stream, mapping is generally applied to core processes starting with the customer and working backwards into the firm to determine bottlenecks, areas of waste and leveraged improvement opportunities which, if addressed, will produce the biggest benefits in terms of Service, Working Capital and Cost.

Once opportunities have been identified, projects will be set up involving cross functional teams applying structured problem solving methodologies like DMAIC (Define, Measure, Analyse, Improve, Control) and 6 Sigma.

As these teams deliver on their projects, processes will change and in some cases might get automated with rapid process automation (RPA) playing an increasingly important part in many businesses today.

With process change comes organisational re-design – this might be at the macro- or micro- level but more often at both levels. New jobs have to be profiled and a full change management process will be required to transition the organisation to it ‘new normal’. These jobs will then generally need to be graded (Hay, Patterson, Peromnes etc.) and performance management processes might need to be revised.

 

PSA has done a significant amount of work in terms of organisational redesign and is well equipped to support businesses in the private or public sectors who might be requiring organisational restructuring and alignment.

We have also managed organisational strategic planning processes to develop clearly articulated goals and objectives and supporting Key Performance Indicators. Critical here is the deployment of the strategic plan and its alignment with individual performance scorecards. PSA has major expertise in these areas with its most recent project involving 185 executives, senior and middle managers at the Durban University of Technology.