A lot of companies often know neither their
objective performance parameters nor the parameters of their competition.
However, without regular measuring and
evaluating the company’s performance it is not possible to take the right strategic
orientation (e.g. process improvement, product innovation, process innovation,
outsourcing, business innovation).
The methodology of a potential analysis leads
to a quicker and more effective achievement of the company’s goals.
It is the way how to do business better and
quicker than the competitors.
The main objective of analysing the potentials
provided by IPA is to understand the company’s current situation and to compare
it with competition and to design a list of necessary changes which will lead
to increasing its effectiveness and performance efficiency.
In other words, we are looking for answers to
four basic questions:
- What
is the company’s current position?
- Where
are the changes to be made in the enterprise?
- Which
benefits will these changes bring?
- How
are these changes to be realised?
The Way to Making Your Decision
We carry out the following activities when
detecting the situation which the company is in:
- Benchmarking
the results with the environment and market requirements
- Analysing
the trends in the particular line of business the company works in
- Benchmarking
the selected indicators with other companies in the same field as well as
outside of it
- Comparing
the company with IPA Slovakia Excellence Model
- Mapping
processes for producing selected orders
- Identifying
the opportunities for increasing the performance efficiency and productivity of
key processes
- Defining
the target values of the key process parameters
- Designing
the procedure and form for realising the necessary changes
- Defining
the procedure and supporting activities for implementing the designed changes
The results of an independent audit will bring
our customers the following benefits:
- Benchmarking
the company and the level of its processes from the point of view of the
customer
- Benchmarking
the selected performance indicators and company effectiveness with the world
manufacturing
- Assessing
the implementation degree of modern methods for increasing company’s efficiency
(assessment by the marks: 0-4) and benchmarking the standard in the line of
business
- Evaluating
the knowledge level and the employees’ motivations in various company areas
- Identifying
the wastage in processes
- Identifying
the constraints, critical processes and causes of problems in the company
- Defining
the objective performance limits
- Formulating
the real target condition
- Defining
the procedure for improving the performance efficiency and company
effectiveness
- Subsequent
support during the change management (couching, training, projects, workshops…)
Procedure
1. Preparatory
phase of the potential analysis (1 to 2 weeks before beginning)
- Analysing
the documentation and required data from the purchaser
- Negotiating
the analysis schedule
2. Analysis
Phase of potential in the company (2-3 days)
- Investigating
the key requirements on the process performance efficiency (effectiveness,
quality, profitability, time…) from the management point of view and from the
customer point of view
- Analysis
of the results and proposal of the suitable indicators for measuring the
process performance efficiency
- Snap-shooting
and analysing the process for processing the orders – suppliers, inputs,
history of the process, outputs, customers
- Identifying
the wastage, duplicities and unnecessary activities
- Analysing
the potential for the process improvements:
- Idle Times (waiting, failures)
- Idle Times due to layout (the
activities are carried out at different places)
- Idle Times due to organisational
measures
- Approval processes (internally and
at the customer), responsibilities and competencies
- Erroneous process logic
(simplification of the process possible)
- Problem with variedness of the
orders affecting the performance efficiency and the standard process history
- Analysing the possible errors and
risk (overwork, corrections in documentation…)
- Analysing the interruption of the
information flow (document flow, information flow…)
- Cost analysis (order controlling,
cost management…)
- Analysing
the supporting processes influencing the process performance efficiency for
making out the order
- Analysing
the processes for managing and improving the process
- Cross
interview with chosen employees
- Analysing
the documentation provided by the company during the audit
3. Phase
of processing the results (1 to 2 weeks)
- Processing
the audit results
- Proposal
of the projects, workshops and tasks for increasing effectiveness
4. Phase
of presenting the results (1 day)
- Presentation
of the audit results and suggested changes for standardizing and improving the
process performance efficiency
- Suggesting
the projects based on the results of analyses whose main goal will be to
achieve measurable improvement of the process effectiveness
- Suggesting
the time schedule for realising the projects, projects teams, estimation,
laboriousness, resources and investments
References
ETA Hlinsko, SHP Harmanec, Bonatrans Bohumín, PSL Považská Bystrica, Bonatrans Bohumín, Vojus Považská Bystrica, Lasselsberger Chlumčany, Linet Slaný, Třinecké strojírny Třinec, Elektrokarbon Topolčany, BOS Automotive products Klášterec nad Ohří, Kovo Zálesí, Woco Vsetín, Witte Nejdek, Interiér Říčany, SE Bordnetze Slovakia Nitra, Moderna Bratislava, ZSNP Alufinal Žiar Nad Hronom, Trens Trenčín, Metal Design Trnava, Spartan Trnava, Siemens Elektromotory Frenštát pod Radhoštem, Siemens Elektromotory Mohelnice, Transporta Chrudim, Emco Hrdly, IDC Holding Bratislava, Bell Michalovce, DRU Zvolen, ELBA Kremnica, LOT Trenčín, VOP Trenčín, Leoni Trenčianska Teplá, Rautenbach Žiar Nad Hronom, Andritz Jochman Spišská N.V, Narex Ždánice, ŽOS Zvolen, Decodom Topoľčany, Galena Opava, Vegum Dolné Vestenice, Elcom Prešov,Metalurg Dubnica/Váhom, Strojchem Svit a ďalšie. and others. Reference contact on requirement.