PRINCIPES OPÉRATIONNELS - NOTRE OFFRE
BUSINESS IMPROVEMENT PROGRAM
Our business improvement program is based on a 5 steps framework.
Framework :
The Business improvement program is based on a
5 steps framework. The Operational Excellence is deployed at the last step, the
fith step. The four first steps are summarizing the strategy and the policies of
the Corporate Management. They are the guidelines for the operations and to
turn potential business into revenues and profits.
|
A framework for Business improvement
in 5 steps |
| 1 |
Company |
The business potentiel of the
company is evaluated |
Business power |
3,5 |
| 2 |
Markets and
environment |
The markets potentials are
estimated as well as the environment |
Business potential |
5,5 |
| 3 |
Objectifs |
The objectives are
established from the business power and the business
potential |
Business objectives |
2,8 |
| 4 |
Stratégie |
The strategy allocates the
resources to meet the objectives |
Strategic
planification |
%
allocation |
| 5 |
Opérations |
The strategy is deployed and
its results is evaluated |
Deployment of the
strategy |
Realization
% |
See details on business
improvement.
1) Company business power :
The company business power, its business potential
growth, is evaluated from its competitive edge :
|
Business
power |
| x |
What is the company
profil |
How much value ? |
Update |
How much contribution to the
competitive edge ? |
2) Market potential and environment
:
The market potential is based analysing the competitive,
the third parties and the regulators activities :
|
Business potential
of markets |
| x |
Markets activities and
environment |
How much value (unit)
? |
How much value (%)
? |
How much constraint (%)
? |
3) Business criteria and objectives
:
From the business power of the company and the
markets potential, business criteria are established and the objectives are
fixed :
|
Business criteria
and objectives |
| x |
Business criteria |
Level |
Revenue |
Derivative
revenue |
Costs |
4) Strategy :
From the business criteria and objectives, the strategy is
established. In practical, one perfoms a resources allocation (in %)
|
Strategy |
| x |
Strategic
activities |
%
resource |
% ressource
(value) |
|
Personality, know how and
competencies (virtual resources) |
. |
. |
|
Business and market |
. |
. |
|
Processes (physical
resources) |
. |
. |
|
Corporate |
. |
. |
Virtual resources : software, licence, intellectual
property, copyright, computer, communication (ICT)
Physical resources : stock, manufacture, logistic,
transport...
5) Operations :
Operations deploy the strategy and monitor its results (%
realization) :
|
Operations |
| x |
Operational
activities |
Deploy the
strategy |
%
realization |
Derivative
business |
%
resources |
|
Personality and competencies
(virtual resources) |
. |
. |
. |
. |
|
Business and
markets |
. |
. |
. |
. |
|
Processes (virtual
resources) |
. |
. |
. |
. |
|
Corporate |
. |
. |
. |
. |
Benefits of the framework :
- Design by an international team
of experts in business improvement methodologies (Six Sigma, Lean, ISO 9001,
CMMI...)
- Support for a quantitative approach of business
improvement
- Based on Six Sigma and Lean
methodologies
- Identify the NTIC contribution and
effects,
- Offer a quick conversion between macro
consideration and actions at a micro level
- Compatible with management system standards (Lean,
Six Sigma, ISO 9001, Malcom Baldridge, CMMI...)
- Deployment by step with "quick
wins"
|