The Crowe Horwath Performance Improvement team helps businesses achieve measurable profitability gains by identifying root causes of poor performance and designing targeted solutions. They take a hands-on approach, delivering immediate bottom-line benefits while establishing foundations for long-term growth. Key factors in their success include industry expertise, a proven systematic methodology, and commitment to sustained results. Their work in a variety of industries has generated significant profitability improvements across many business functions.
The document discusses Crowe Horwath LLP's bottom-line approach to performance improvement that focuses on identifying root causes of poor performance and implementing solutions to streamline processes and improve management effectiveness, resulting in direct and measurable financial benefits. A key part of Crowe's approach is installing their proprietary Accountability and Management Performance System (CHAMPS) balanced scorecard methodology. The document outlines Crowe's performance improvement services and provides examples of their demonstrated success across various industries.
Applying Global Benchmarking To Fm And Service Alan Masterton Aug 08alan masterton
1. The document discusses applying global benchmarks to facility management and services. It outlines identifying the need for change, applying appropriate benchmarks, and implementing improvement programs to achieve gains.
2. A case study of the University of Sydney is presented, where they aimed to achieve world-class service across various business units. Benchmarking identified performance gaps and potential $30-40m in productivity gains.
3. Sustaining gains requires structures, skills, measurement systems, and continuous improvement through ongoing benchmarking, target setting, and improvements.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The team at Business Impact UK Ltd are experts in delivering training nationwide especially in Apprenticeships, Commercial and NVQs.
This portfolio outlines some of the NVQs we currently deliver.
If you are interested in learning more about how we could assist you further or want to enquire about a programme that is not listed please contact Gemma directly on 0800 9778566 or email info@businessimpactuk.com
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
The document discusses Crowe Horwath LLP's bottom-line approach to performance improvement that focuses on identifying root causes of poor performance and implementing solutions to streamline processes and improve management effectiveness, resulting in direct and measurable financial benefits. A key part of Crowe's approach is installing their proprietary Accountability and Management Performance System (CHAMPS) balanced scorecard methodology. The document outlines Crowe's performance improvement services and provides examples of their demonstrated success across various industries.
Applying Global Benchmarking To Fm And Service Alan Masterton Aug 08alan masterton
1. The document discusses applying global benchmarks to facility management and services. It outlines identifying the need for change, applying appropriate benchmarks, and implementing improvement programs to achieve gains.
2. A case study of the University of Sydney is presented, where they aimed to achieve world-class service across various business units. Benchmarking identified performance gaps and potential $30-40m in productivity gains.
3. Sustaining gains requires structures, skills, measurement systems, and continuous improvement through ongoing benchmarking, target setting, and improvements.
The document discusses a survey conducted by PA Consulting to identify the key drivers of effective project portfolio delivery. The survey examined two dimensions: practice maturity, which measures the quality of an organization's practices; and delivery effectiveness, which measures outcomes like meeting budgets, timelines and stakeholder satisfaction. The survey found that becoming more mature in practices like governance, portfolio management and project management generally improves effectiveness. However, organizational complexity and culture also influence effectiveness, and not all practices have an equal impact on outcomes.
The team at Business Impact UK Ltd are experts in delivering training nationwide especially in Apprenticeships, Commercial and NVQs.
This portfolio outlines some of the NVQs we currently deliver.
If you are interested in learning more about how we could assist you further or want to enquire about a programme that is not listed please contact Gemma directly on 0800 9778566 or email info@businessimpactuk.com
The document outlines a chapter on managing quality from an operations management textbook. It includes sections on defining quality, the implications of quality, international quality standards like ISO 9000 and ISO14000. Total quality management concepts are discussed including continuous improvement, Six Sigma, and tools of TQM. The role of inspections in quality control is also addressed. The learning objectives are provided which cover defining quality, explaining quality strategies and tools.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
Astute @ Oracle Open World 2011 - Cost Efficiencies During PeopleSoft UpgradeArvind Rajan
This document discusses strategies for reducing costs during a PeopleSoft upgrade project. It identifies common challenges such as lack of coordination, scope creep, and delayed testing. Key factors that can drive costs up or down are reviewed, including team size, infrastructure hosting, skills, and customizations. Best practices for cost containment include using a collaborative vendor, references, proven methodology, reusable deliverables, and addressing risks upfront. Phased rollouts and fixed fee contracts can also help reduce costs and timelines.
This document discusses the staged and continuous representations of the CMMI model. The staged representation assesses process improvement at maturity levels from 1 to 5 based on predefined sets of process areas. The continuous representation assesses capability levels for each individual process area. Both representations contain essentially the same content but are organized differently. The document compares advantages of each representation and provides examples of improving process areas and maturity levels under each representation.
James Criscillis is a Lean deployment leader with over 20 years of experience in continuous improvement. He has a track record of transforming traditional manufacturing to Lean through implementing tools like 5S, value stream mapping, Kaizen events and TPM. His accomplishments include reducing setup times, improving throughput, eliminating waste and stockouts. Currently he is analyzing assembly issues at Ford and previously led Lean initiatives at Honeywell and ILSCOR, training associates and creating implementation plans.
The document discusses the Plan-Do-Check-Act (PDCA) cycle and how it can be used as a model for continuous process improvement. It explains the four steps of the cycle as: 1) Plan - identify and analyze the problem, 2) Do - develop and test a potential solution, 3) Check - measure the effectiveness of the test solution, and 4) Act - fully implement the improved solution. Examples are provided for each step to illustrate how to methodically solve problems and implement solutions using this approach.
The document discusses various process improvement initiatives that airports have increasingly adopted to enhance efficiency and productivity. It describes initiatives such as best practice benchmarking, total quality management, balanced scorecards, business process reengineering, quality management systems, and the European Foundation for Quality Management model. These initiatives aim to systematically assess, measure, and improve overall airport operations through strategic planning, standardized processes, performance metrics, and continuous improvement.
Managing and improving operational delivery - National Audit Office process m...UK National Audit Office
This document discusses the National Audit Office's (NAO) work in assessing operational delivery and process management maturity across UK government organizations. The NAO has developed a Process Management Maturity Analytic tool consisting of 40 questions across 5 areas to evaluate how well organizations manage business operations. The NAO has found that UK government organizations are generally least mature in areas like understanding customer demand and empowering staff to continuously improve. Moving forward, the NAO aims to help close these performance gaps and share best practices both within the UK government and internationally.
The document discusses PPM Studio, a software tool that helps organizations implement CMMI processes. It provides an overview of PPM Studio's functionality, licensing models, and integrations. PPM Studio uses a staged representation to help organizations progress through CMMI maturity levels from initial to optimized. It supports key process areas at each level to help improve processes and productivity.
The document is a training catalog from The TBM Institute for Operational Excellence that provides lean and Six Sigma training solutions. It offers public workshops, on-site certification programs, on-site workshops, and tailored training to help organizations achieve operational excellence. The training is designed to build awareness, commitment, and skills for business transformation using their LeanSigma approach.
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
SE Human Development Management helps organizations to motivate employees through highly relevant performance feedback, while aligning the entire workforce with the organization's strategies and priorities. SE HDM provides training programs that address performance and skill gaps for individuals and work teams.Furthermore, SE HDM identifies the key competencies necessary to perform specific activities in different processes across the organization, providing a clear, strategic understanding the workforce potential, strengths and weaknesses.
James Criscillis is a Lean Sigma deployment leader with over 20 years of experience implementing continuous improvement strategies to optimize performance. He has a proven track record of transforming traditional manufacturing to Lean through eliminating waste and reducing costs. Criscillis has extensive experience in techniques such as 5S, visual workplace, Kaizen, value stream mapping, and total productive maintenance. He is skilled in analyzing business processes, developing roadmaps for improvement, and coaching teams to implement changes.
James M. Marshall has over 40 years of experience leading manufacturing operations and driving business turnarounds. He is skilled at implementing lean techniques like 5S, JIT, and Six Sigma to reduce costs and improve productivity. Marshall has held executive roles with companies in various industries, helping them improve profitability through process optimization, team building, and metric-driven performance.
This document outlines the author's NVQ training and certifications in various skills areas including business improvement techniques, lean office practices, warehousing and storage, customer service, and information technology. It also lists apprenticeships and rapid improvement workshops completed in related fields. The document aims to demonstrate a wide range of business, process improvement, customer service, and technical qualifications.
The document outlines a chapter on project management from an operations management textbook. It includes an overview of topics like project planning, scheduling, controlling, work breakdown structures, critical path method (CPM), program evaluation and review technique (PERT), and using Microsoft Project for project management. The chapter aims to help students understand key project management concepts and techniques.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
Cmmi Overview And Nihilent Show Case In Cmmir Consulting.1jonathanwiesman_1
Nihilent provides CMMI consulting services including gap analysis, implementation support, appraisals, and trainings. They have strengths such as multiple SEI-certified appraisers and consultants, extensive experience conducting over 100 appraisals globally, and experience across multiple domains. The document outlines their CMMI overview, offerings, strengths, and client examples to promote their CMMI consulting capabilities.
The methodology involves four iterative stages: 1) Inception to scope KPIs, processes, and approach. 2) Planning categorizes processes and develops execution plans. 3) Design and implementation. 4) Rollout and control. The planning stage assesses process outsourcing, IT systems, quality, sequence, and reengineering to categorize stages and develop execution plans. The methodology aims to incrementally improve KPIs and processes across the organization through iterative stages.
Today’s healthcare executives are seeking performance improvement across multiple dimensions: expenses and profitability, waste, risk, and patient satisfaction and outcomes. That’s exactly what Crowe Horwath LLP’s Performance Improvement team delivers.
This brochure provides an overview our our service and value proposition.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
UHY Advisors provides quality and process improvement consulting services to help clients implement business and quality management systems. Their services include quality management system implementation, environmental management system implementation, process improvement workshops, and special engagements focused on areas like manufacturing optimization, root cause analysis, and lean manufacturing. UHY Advisors has helped over 220 clients achieve their process improvement goals.
Performance Ally is a software-as-a-service solution that enables organisations to make performance management something authentic, effective and capable of delivering to the bottom line. It keeps performance management on track, headed in the same direction as corporate strategy.
This document discusses the staged and continuous representations of the CMMI model. The staged representation assesses process improvement at maturity levels from 1 to 5 based on predefined sets of process areas. The continuous representation assesses capability levels for each individual process area. Both representations contain essentially the same content but are organized differently. The document compares advantages of each representation and provides examples of improving process areas and maturity levels under each representation.
James Criscillis is a Lean deployment leader with over 20 years of experience in continuous improvement. He has a track record of transforming traditional manufacturing to Lean through implementing tools like 5S, value stream mapping, Kaizen events and TPM. His accomplishments include reducing setup times, improving throughput, eliminating waste and stockouts. Currently he is analyzing assembly issues at Ford and previously led Lean initiatives at Honeywell and ILSCOR, training associates and creating implementation plans.
The document discusses the Plan-Do-Check-Act (PDCA) cycle and how it can be used as a model for continuous process improvement. It explains the four steps of the cycle as: 1) Plan - identify and analyze the problem, 2) Do - develop and test a potential solution, 3) Check - measure the effectiveness of the test solution, and 4) Act - fully implement the improved solution. Examples are provided for each step to illustrate how to methodically solve problems and implement solutions using this approach.
The document discusses various process improvement initiatives that airports have increasingly adopted to enhance efficiency and productivity. It describes initiatives such as best practice benchmarking, total quality management, balanced scorecards, business process reengineering, quality management systems, and the European Foundation for Quality Management model. These initiatives aim to systematically assess, measure, and improve overall airport operations through strategic planning, standardized processes, performance metrics, and continuous improvement.
Managing and improving operational delivery - National Audit Office process m...UK National Audit Office
This document discusses the National Audit Office's (NAO) work in assessing operational delivery and process management maturity across UK government organizations. The NAO has developed a Process Management Maturity Analytic tool consisting of 40 questions across 5 areas to evaluate how well organizations manage business operations. The NAO has found that UK government organizations are generally least mature in areas like understanding customer demand and empowering staff to continuously improve. Moving forward, the NAO aims to help close these performance gaps and share best practices both within the UK government and internationally.
The document discusses PPM Studio, a software tool that helps organizations implement CMMI processes. It provides an overview of PPM Studio's functionality, licensing models, and integrations. PPM Studio uses a staged representation to help organizations progress through CMMI maturity levels from initial to optimized. It supports key process areas at each level to help improve processes and productivity.
The document is a training catalog from The TBM Institute for Operational Excellence that provides lean and Six Sigma training solutions. It offers public workshops, on-site certification programs, on-site workshops, and tailored training to help organizations achieve operational excellence. The training is designed to build awareness, commitment, and skills for business transformation using their LeanSigma approach.
Agile Improvement Method - Andrew Griffits (Lamri)Paula Gomes
The document discusses an agile improvement method for process improvement projects. It summarizes that traditional improvement projects often fail to meet the needs of agile teams. It then proposes adapting agile principles to improvement projects, such as focusing on rapidly delivering useful improvements, deploying improvements frequently in small batches rather than large projects, and using face-to-face communication. The presentation then outlines how an agile improvement method may look by dividing it into initiation, mobilization, and delivery phases with examples of activities for each phase like understanding needs, prioritizing improvements, and packaging improvements to address specific pain points or deliver outcomes.
SE Human Development Management helps organizations to motivate employees through highly relevant performance feedback, while aligning the entire workforce with the organization's strategies and priorities. SE HDM provides training programs that address performance and skill gaps for individuals and work teams.Furthermore, SE HDM identifies the key competencies necessary to perform specific activities in different processes across the organization, providing a clear, strategic understanding the workforce potential, strengths and weaknesses.
James Criscillis is a Lean Sigma deployment leader with over 20 years of experience implementing continuous improvement strategies to optimize performance. He has a proven track record of transforming traditional manufacturing to Lean through eliminating waste and reducing costs. Criscillis has extensive experience in techniques such as 5S, visual workplace, Kaizen, value stream mapping, and total productive maintenance. He is skilled in analyzing business processes, developing roadmaps for improvement, and coaching teams to implement changes.
James M. Marshall has over 40 years of experience leading manufacturing operations and driving business turnarounds. He is skilled at implementing lean techniques like 5S, JIT, and Six Sigma to reduce costs and improve productivity. Marshall has held executive roles with companies in various industries, helping them improve profitability through process optimization, team building, and metric-driven performance.
This document outlines the author's NVQ training and certifications in various skills areas including business improvement techniques, lean office practices, warehousing and storage, customer service, and information technology. It also lists apprenticeships and rapid improvement workshops completed in related fields. The document aims to demonstrate a wide range of business, process improvement, customer service, and technical qualifications.
The document outlines a chapter on project management from an operations management textbook. It includes an overview of topics like project planning, scheduling, controlling, work breakdown structures, critical path method (CPM), program evaluation and review technique (PERT), and using Microsoft Project for project management. The chapter aims to help students understand key project management concepts and techniques.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
Cmmi Overview And Nihilent Show Case In Cmmir Consulting.1jonathanwiesman_1
Nihilent provides CMMI consulting services including gap analysis, implementation support, appraisals, and trainings. They have strengths such as multiple SEI-certified appraisers and consultants, extensive experience conducting over 100 appraisals globally, and experience across multiple domains. The document outlines their CMMI overview, offerings, strengths, and client examples to promote their CMMI consulting capabilities.
The methodology involves four iterative stages: 1) Inception to scope KPIs, processes, and approach. 2) Planning categorizes processes and develops execution plans. 3) Design and implementation. 4) Rollout and control. The planning stage assesses process outsourcing, IT systems, quality, sequence, and reengineering to categorize stages and develop execution plans. The methodology aims to incrementally improve KPIs and processes across the organization through iterative stages.
Today’s healthcare executives are seeking performance improvement across multiple dimensions: expenses and profitability, waste, risk, and patient satisfaction and outcomes. That’s exactly what Crowe Horwath LLP’s Performance Improvement team delivers.
This brochure provides an overview our our service and value proposition.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
UHY Advisors provides quality and process improvement consulting services to help clients implement business and quality management systems. Their services include quality management system implementation, environmental management system implementation, process improvement workshops, and special engagements focused on areas like manufacturing optimization, root cause analysis, and lean manufacturing. UHY Advisors has helped over 220 clients achieve their process improvement goals.
Performance Ally is a software-as-a-service solution that enables organisations to make performance management something authentic, effective and capable of delivering to the bottom line. It keeps performance management on track, headed in the same direction as corporate strategy.
This document discusses developing a sustainable continuous improvement capability using Lean Six Sigma. It outlines a four step methodology: 1) Assess current processes, 2) Define improvement projects, 3) Implement projects using DMAIC, and 4) Sustain improvements through training and embedding in the organization. Accenture supports capability development through workshops, training, project delivery, and transformation tailored to clients' needs, with typical benefits including 20% lower costs and 40% faster times to market.
An effective business process management system is needed for delivering citizen-centric services across governments. Several e-governance initiatives have been implemented at different levels to create a citizen-centric environment, but the processes need to be monitored, controlled, and changed quickly to deliver new and improved services. Business process management focuses on aligning an organization's processes with client needs and aims to continuously improve processes through tools that allow users to strategize functions, define baseline processes, simulate changes, analyze simulations, and select improvements. For governments, this can mean saving money and improving citizen services by making interactions within and across agencies more efficient.
Alpha Performance Group is a professional consulting group committed to improving operating performance and delivering financial value to clients. They have deep experience providing improvement opportunities in all facets of the operating environment to drive improved cash flow and profitability. Their focus areas include material cost, manufacturing cost, inventory, capital expense, and restructuring cost. They use a six-sigma approach to assess the business, discover large opportunities, define improvement initiatives, implement projects, and achieve improved financial results.
Learning Organization Governance for Top PerformersCorpU
The document discusses governance models for learning and development (L&D) organizations, including centralized, decentralized, and federated models. It uses Textron, a Fortune 500 manufacturing company, as a case study. Textron transformed from a decentralized to a networked model with common processes and a centralized L&D department called Textron University. Textron University uses a federated model with a central team and business unit involvement through a governance board to ensure strategic alignment and share best practices across businesses. The board provides oversight, accountability and helps measure the impact of L&D investments.
Improving business performance through the recession: Are your HR systems fit...Softworld
Chris Murray and Andrew Knight, HR Technology Consulting, PricewaterhouseCoopers
Practical advice on using HR technology to deliver business strategy, maximise return on investment and gain competitive advantage as you exit the recession.
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
This white paper discusses operational excellence and how it can be leveraged as a new source of profitability and competitive advantage. It defines operational excellence as achieving efficiency through continuous improvement of business processes. The paper argues that operational excellence must be aligned with strategy to be most effective, and that integrating people, processes, and technology enables this alignment and drives optimal performance. Research findings show that companies achieving such alignment through a strategy management system outperform their peers.
Maximize efficiency with Group50's Continuous Improvement Effectiveness. Our expert strategies enhance productivity, streamline processes, and drive sustainable growth. Partner with us to achieve measurable improvements and maintain a competitive edge in your industry.
This document summarizes ClaimsOptions' approach to quality management and improvement for insurance claims organizations. It discusses how traditional quality assessment approaches produce limited results and how ClaimsOptions focuses on addressing root causes through a full cycle quality management program utilizing their ClaimsObserver software and consulting services. The goal is to help organizations identify why they have ongoing quality issues and implement lasting solutions to improve claims outcomes.
vivek sharma business process reengineering presentationAkash Maurya
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning core business processes to achieve dramatic improvements in critical areas like quality, cost, and cycle time. It aims for order-of-magnitude or 10 times improvements, not just marginal gains. BPR focuses on business processes rather than organizational structures and seeks to start processes from scratch rather than improve existing ones incrementally. The goal is dramatic improvements through innovation rather than continuous refinement.
Using HP Quality Center 10.0 Premier to introduce processes and control into ...Michael Deady
The document discusses JCPenney's use of HP Quality Center 10.0 to manage their application testing processes. It describes JCPenney's Application Testing Center which was established as a center of excellence for application testing. The center used Quality Center to help standardize and improve testing across the organization by providing templates, training and enforcing processes. It outlines the issues they faced around siloed testing groups and inconsistent processes. It then discusses how they worked with HP Professional Services to implement Quality Center, including planning training, designing templates based on their methodologies, and developing the templates and workflows.
The document discusses Capability Maturity Model Integrated (CMMI), which provides best practices for organizations. It describes CMMI as a descriptive model that tells organizations "what to do" rather than "how to do." Implementing CMMI can lead to improvements such as 20% reduced costs, 37% shorter schedules, 67% higher productivity, and 50% higher quality. The document outlines CMMI's maturity levels, process areas, and provides typical timelines and steps needed for an organization to achieve CMMI level 3 certification.
Lean Business France provides lean management consulting services to help companies improve competitiveness through lean principles. They have over 20 years of experience implementing lean across manufacturing, services, and supply chains globally. Their services include lean assessments, training, workshops, and ongoing support in areas such as process optimization, problem solving, leadership, culture change, and supply chain management. They take a holistic approach focused on both technical tools and developing people and culture. The company is based near Toulouse, France but works with clients internationally.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
The webinar discussed best practices for improving workplace productivity and organizational performance. It focused on achieving best-in-class status through strategic onboarding practices that minimize the time for new employees to reach full productivity. Specific strategies discussed included aligning onboarding with the business, standardizing and customizing the onboarding process, measuring outcomes, and investing in applicant tracking and performance management technology.
Similar to Crowe Performance Improvement Brochure (20)
2. Crowe Horwath LLP
The Bottom-Line Approach to A key component of Crowe Performance
Improvement team assignments is
Performance Improvement the installation of the Crowe Horwath
Accountability and Management Perfor-
mance System (CHAMPS), a proprietary
Today’s business executives are searching for more balanced scorecard methodology that
than just process improvement – they seek profitability helps support and maintain the financial
improvement year after year. Going
improvement. That’s exactly what Crowe Horwath LLP’s
beyond the traditional limitations of
Performance Improvement team delivers. the balanced scorecard, CHAMPS also
provides critical accountability and
This Crowe team has had great Turning Performance change-management tools, enabling
success driving bottom-line profit-
ability improvement in a wide variety of
Challenges Into clients to not only recognize the key
performance information, but also
industries, delivering performance and Profitability Improvement identify how to change behaviors
process solutions that provide direct, Crowe’s team approaches each client situ- based on this information.
immediate, significant, and measurable ation objectively and assertively. Instead
financial benefit. of redefining your business’s challenges to
match the available tools, Crowe begins
Why New Technology
The Crowe Performance Improvement by accurately identifying the challenge and Often Fails to Deliver
team helps businesses identify the root the financial opportunity it presents before Business technologies have made
causes of poor performance, and then attempting to define the appropriate tools dramatic advances in recent years,
designs and helps implement solutions and techniques. Crowe brings dedicated so it is no surprise that attempts at
to streamline processes, reduce waste, specialists with proven expertise in appro- performance improvement often begin
improve management effectiveness, priate tools and methodologies such as: with a focus on technology. Eventually,
enhance revenue, and address a broad however, most businesses discover the
range of additional, specific concerns. ■■ Planning and scheduling optimization fundamental flaw in this approach: They
■■ Productivity improvement are automating a defective process.
Crowe’s team draws on the broad-
■■ Accountability and performance
est possible array of solutions and This explains why so many technology-
management
approaches, and identifies those specific driven improvement efforts deliver only
■■ Inventory and materials management
tools and methods that will produce mixed results, at best. Typically the
optimization
an immediate positive financial impact. best-running divisions, departments, or
■■ Supply chain optimization
This approach differentiates Crowe from facilities can adapt to the new technol-
■■ Gross margin and pricing optimization
narrowly focused specialists or niche ogy relatively smoothly, but the poor
consultancies that typically approach ■■ Capacity management
performers end up doing even worse.
every challenge as an opportunity to ■■ Cycle and lead-time reduction
Moreover, their dysfunctional work pro-
apply the same, familiar tools. ■■ Sales and operations planning cesses are now automated – and even
■■ SG&A optimization more difficult to correct. Unfortunately,
Then, rather than merely making recom- ■■ Efficiency improvement this discovery generally comes only after
mendations, the Crowe team employs a
■■ Overall equipment effectiveness several years of wasted effort and mil-
hands-on approach that delivers imme-
(OEE) and downtime reduction lions of dollars in costs – both in direct
diate bottom-line improvement during
■■ Lean and Six Sigma expenditures and in lost opportunities.
the course of the assignment, while also
■■ Total productive maintenance (TPM)
establishing a foundation for long-term,
sustainable growth in the organization’s ■■ Total quality management (TQM)
overall value.
6
3. Crowe Performance and Profitability
Improvement: Direct, Measurable
Bottom-Line Results
A much more effective approach is to you apply proven and continuing Demonstrated Success
focus first on the process rather than process improvement initiatives in
Crowe’s Performance Improvement
the technology. By identifying process a variety of venues.
team has achieved results in a broad
shortcomings, measuring their financial
In addition, clients frequently comment array of businesses in both product
impact, prioritizing the most critical,
on the Crowe team’s insight and and service sectors:
and then addressing the root causes of
process problems, Crowe’s Performance ability to quickly discern opportuni-
■■ Aerospace
Improvement team helps you fix the ties. This, coupled with the ability to
■■ Automotive
process before you invest in technology. quickly prioritize needed actions and
■■ Biotech
rally client teams to achieve rapid
Not only is this approach more effective results, produces a unique “bias for ■■ Building materials
in the long term, it also generates signifi- action” that is the hallmark of a Crowe ■■ Chemicals
cant savings rapidly. In many instances, Performance Improvement initiative. ■■ Construction
the improved financial performance ■■ Consumer goods
that results from optimizing business What Makes It Work ■■ Electronics
processes can help fund necessary ■■ Energy
As important as technical and
technology upgrades, which in turn ■■ Flooring
industry expertise are, Crowe’s
can greatly multiply the benefits. ■■ Flow control
Performance Improvement team
adds a third essential component: ■■ Food and beverage
What Sets Us Apart a proven, systematic approach. ■■ Foundry
Crowe’s Performance Improvement team ■■ Healthcare operations
has built a strong track record of deliver- ■■ We Find the Right Levers – Crowe’s
■■ Heavy machinery
ing measurable financial results. Among analytical approach identifies those
■■ Industrial equipment
the key factors that set Crowe apart are: areas where performance improvement
■■ Industrial services
will have direct financial impact, so we
■■ Quality of Our Team – Crowe’s can focus our efforts in those areas. ■■ Metals and mining
consulting team members bring years ■■ We Implement What We Recom- ■■ Petrochemical
of experience to bear. Inexperienced mend – Rather than merely presenting ■■ Packaging
staffers are not brought in to train at reports and recommendations, Crowe’s ■■ Pharmaceuticals and life sciences
the client’s expense. team works side-by-side with you at ■■ Plastics
■■ Broad and Deep Expertise Across every level of your business to help get ■■ Private equity
a Range of Industries – Our team is the promised improvement. ■■ Pulp and paper
composed of proven performers in a ■■ We Stick With You Until the Results ■■ Printing
host of industries, as well as special- Are Delivered – You and we agree ■■ Railways
ized experts in specific management upon a specific, guaranteed financial ■■ Refrigeration
tools and methods. return at the outset of the assignment –
■■ Restaurant operations
■■ Positive ROI – Above all, our and we stay with you until it’s achieved.
■■ Rubber
approach achieves immediate and ■■ We Empower You to Make It Last –
■■ Telecommunications
measurable financial improvement, We go beyond merely training your
■■ Textiles
producing an agreed-upon return people in tools and techniques,
on the client’s investment. and instill an attitude of continuous
■■ Long-Term Commitment – Our goal improvement so that the results are
is to establish ongoing relationships sustained – and form the basis for
with successful companies, helping further improvement.
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