- Business Process Transformation
- Change Management
- Configuration Management
- New Product Introduction
- Product and Service Synergies in Mergers, Acquisitions and Divestitures
- Product Lifecycle Management
- Product Portfolio Management
- Responsive Web Design
- Secure Collaboration
- Strategic Roadmapping
- Web & Software Development
- Value Stream Mapping
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Value Stream Mapping
Remove non-value added activities by using Value Stream Mapping to effect the transformation of office processes.
The automation of traditional office processes has had a positive effect in today’s business environment. Being able to readily and securely access basic information has streamlined organizations and enabled them to be more responsive to customer needs. Under today’s conditions, managers are required to continue improving the performance of their teams to satisfy customer demands. However, they are typically at a point of diminished returns with incremental improvements. What is needed is a step-function increase in performance; a re-thinking of what really needs to be done to keep customers happy.
The answer is to transform the existing office processes while leveraging the resources currently in place to improve customer interactions. Six Sigma methodologies are widely proven to improve manufacturing operations by establishing effective workflow/capability without the proportional increase in resources. What is not widely recognized is that these same principles can be applied to the office organization. The utilization of Value Stream Mapping practices can help a company achieve single transaction (piece) flow by reviewing the current state processes for non-value added activities, process bottlenecks, and communication issues. Once identified, improvements can be made that enable reduced transactional lead-time and communication conflicts, and free staff to focus on exception handling; not normal production of transactions.
Through this deployment of LEAN methodologies, the office can be transformed to enable its resources to focus on what is important to the customer. What was a “that’s the way we’ve always done it” attitude can become a “why are we doing it that way” culture that delivers world-class customer satisfaction via streamlined, value added processes.