Improving Business Performance

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Table of Contents

Introduction
The Mapping Process
Brain Storming
Business Process Reengineering
Continuous Improvement
Conclusion
Reference List

Introduction

To improve performance in business, the management needs to employ the right tools and techniques. The managers must show the willingness for training and implementation of the right tool, techniques and methodology. DRIVE is just one of the methodologies used in ensuring improvement in performance of any business. This stands for: ‘D’: ‘Define’; here a definition of the problem is made and the criteria for measuring its success are agreed upon as well as the expected outcome and the success factors to be considered.

‘R’ represents the ‘Review’. Here the background of the prevailing situation is supposed to be determined and be well understood. The relevant information is collected and the areas which are problematic reviewed or determined. The relevant improvements and the most appropriate and quickest ways of fixing the problem are sought. I’’ on the other hand stand for ‘Identify.’

There is the identification of the right improvements or solutions to the business’s problems and the viable changes that would ensure the sustenance of these improvements are identified. ‘V’ is for Verify; the improvements to be made are supposed to be checked so as to ensure that they will help in ensuring that the desired success is attained. ‘E,’ which stands for ‘Execute.’ At this stage, the plan is executed with the relevant plans put in place and the improvements made so as to ensure the success of the business (Bounds 2000: 100).

The Mapping Process

Under this process, the relevant information is gathered and the improvements that are supposed to be made as well as the activities to be carried out are put in a model form.

The mapping process aid the improvement team in the understanding of the whole improvement process and it is vital in the identification of improvement opportunities. The mapping process helps in breaking down the whole process to manageable as well as understandable levels hence making it easy to tackle. It ensures that complex tasks are handled in a logical and objective manner.

A framework for decision making is provided hear hence making the whole process easy for the team to handle. Process flow chats are vital tools in the mapping process. Flow chatting helps in the understanding of the current process, the weaknesses and the improvements efforts required as well as their objectives (Lascelles 1996, p. 99).

Force field analysis is done so as to determine the forces in action for or against the proposed changes. It helps in determining the relevant action to be taken so as to counter the opposing forces as well as determining whether the whole process of making the improvements is viable. Cause and effect diagrams are vital in the mapping process. They help in the giving ideas or thought in the whole problem solving process.

Brain Storming

At this stage, the ideas are collected from different members of the team without any analysis or criticism. All the ideas are collected until all constructive ideas are exhausted. Ideas and suggestions are basically collected for the next process. Brain storming helps in the identification of problem areas as well as the possible improvements and solutions. The action plan is then developed.

Pareto analysis is used in the analysis of those suggestions obtained from the brain storming process. It is mostly those problems that have the greatest significance that are given priority. This is usually represented in the chart or diagram form. Other tools techniques employed in the improvement process include the statistical process control, the use of bar charts, drawing of the scatter diagrams, the use of matrix analysis, use of tally chats, and histograms.

Business Process Reengineering

For any significant improvement to be achieved there is always a need to reengineer the business process. This brings about organizational change through innovation and other radical or basic changes within the business organization. Through the reengineering process, major systems or processes are redesigned in a radical way hence resulting in significant changes in cost effectiveness.

The product service quality is considered and some discontinuous improvements are made. The reengineering process does not focus on the changing of the management (Oakland 1993, p. 33).

With the continuous technological advancements being witnessed constantly in the current society, and the change in people’s lifestyles, changes within any business organization are inevitable. These changes are basically aimed at ensuring improved business performance. Most organizations are not so much concerned with the need for the changes to be made but are rather concerned with the amount of the needed changes.

A business organization needs to re-invent their main objectives so as to succeed. The changes need to be geared towards ensuring that the business enterprise is closer to its clients and flexible with skilled manpower. Business organizations therefore need to employ the interactive strategy while reengineering their business processes.

Continuous Improvement

Today’s society is complex and the business environment is always changing. This has necessitated various models that would facilitate the success of a business. There is no set standard for ensuring long-lasting success for any business organization. Quality needs not to be perceived as a problem to be solved but as a competitive opportunity, a strategy that could be used against other competitors.

A good strategy needs to be adapted so as to ensure steadfast improvement. For an organization to witness improvement, it should have more of its focus on the customers as well as the stake holders. The organization must have ways of recognizing success. The organization should always give room for improvement coupled with communication.

It is vital that the employees be involved in the improvement activities of that business organization. It is also crucial to involve the improvement teams. There needs to be training and development in that organization. The senior management must be involved in the process of improving the performance of that business.

The purpose and aim of that business organization must be made clear through the establishment of its vision as well as the. The communication mechanisms should be effective. The objectives of the business organization have to be in line with the objectives of the individual staff work.

The right quality policy needs to be adapted and be given room for improvement. Success should be identified, recognized and awarded at all levels. Satisfaction levels need to always be reviewed so as to ensure that the organization’s stake holders have their needs being met.

A recognized model should be used in assessing the success of that organization. Cooperation should be enhanced by removing all the potential barriers that may hinder team work. The main business processes need not just to be identified but also be well documented (Robson 1993, p. 88).

Conclusion

With the implementation of the above strategies, long-term success will be inevitable for any given business organization. Today’s business organizations must employ various tools and techniques so as have a competitive advantage over the other competitors. This is made possible for instance by reengineering the business process. Vital business processes are supposed to be reviewed and improved so as to improve the performance of the business organization. The focus is put on the change activities that are supposed to add value.

Reference List

Bounds, G., Yorks, L., Adams, M., & Ranney, G.,1994, Beyond Total Quality Management toward the Emerging Paradigms. New York: McGraw-Hill.

Lascelles, D. M., & Peacock, R., 1996, Self-assessment for Business Excellence. New York: McGraw Hill.

Oakland, J., 1993, Total Quality Management. Oxford: Butterworth-Heinemann.

Robson, C., 1993, The Real World. Oxford: Blackwell Publishers.

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