Improvement Process








Productivity Assessment

The first stage of our program begins with the Productivity Assessment of the entire organization. During the assessment, Capitol Consulting, LLC will review the past and current performance of the operation with regard to labor and volume. During the assessment, select studies will be developed from various areas to evaluate the existing level of proactive management. During this time, we determine what expectations are placed on the front-line manager and what levels of accountability exist.

A typical study during the Productivity Assessment will relate the labor cost to the volume and compare to the established targets. Although it is unrealistic to expect the frontline manager to staff exactly to the volume on a daily basis, with timely information and proactive management, variance gaps can be compressed. Compressing these gaps leads to decreased cost. In addition, during times of increased volume, flattening the variances and matching staff to the volume will oftentimes achieve higher quality and service.

At the conclusion of the Productivity Assessment, conservative savings estimates will be generated to outline the potential savings and return on investment. Upon completion, the results will be communicated to administration for the next step, generating appropriate targets. This information coupled with the institution’s cost reduction goals, will be the basis for the Target Generation stage.

Target Generation

In the second stage, Target Generation, administration, finance, and Capitol Consulting, LLC work closely to establish reasonable yet desired productivity targets. The targets include hours and cost per unit of service, volume, and other pertinent goals such as overtime and non-productive percentages. If a cost reduction is not desired and the Operational Improvement Program is being used for management development and training, the existing budget targets are used. These targets are the driving force of the Operational Improvement Program and will be the foundation of the program. The next step is to communicate these expectations and targets to the next level.

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Communication Campaign

The third stage of our program is the Communication Campaign. This stage is a crucial element of the Operational Improvement Program. At this point, administration communicates the overall plan and purpose of the Operational Improvement Program. In addition, each director and/or manager will be given their specific productivity targets. Communication of clear expectations to the front line is critical for this program to excel. Once communicated, the manager needs the training and tools to meet the expectations.

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Boot Camp for Managers

It is not enough to communicate to your managers that they will need to change their methods of management to meet new expectations. In the fourth stage, Boot Camp for Managers, the manager will be given a complete overview of proactive management and the available tools to implement change.

In Boot Camp, we coordinate a comprehensive interactive session to provide each manager a re-training of the existing management tools and the innovative principles of proactive management. In addition, support areas such as Finance, Materials Management, Decision Support, and Human Resources will present various reports and available services.

During the proactive management section of Boot Camp for Managers, Capitol Consulting, LLC directs a management development class aimed at training the frontline manager to become an internal consultant. We start with a discussion centered on the reasons for low productivity. After covering these widespread symptoms of low productivity, we investigate the corresponding remedies. While relating these ideas and solutions to their specific departments, the managers reveal their existing barriers to optimal productivity. At this point, we are identifying the key limiting barriers for each manager to overcome.

Experiences from management consulting and leadership roles since 1991 have been documented in a collection of case studies presenting common causes of workflow barriers leading to deficiencies in productivity and cost. During Boot Camp, we discuss these topics and how they relate to everyday life. In addition, each manager goes through a self evaluation to assess their current abilities to plan and execute meaningful change.

These innovative principles and creative management techniques not only are necessary to make the changes, but they create the environment of continuous improvement. This leads to the fifth stage of the program, which is the Implementation.

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Implementation

In the fifth stage, Implementation, we initiate the targets and expectations with the use of various management tools and one on one coaching. In this environment, each manager is routinely planning and following up the workload on a daily, weekly, and bi-weekly basis. By doing this, expense fluctuations and premium spending are reduced, thereby enabling lower costs. We don’t just talk about implementation and the need to execute, we do it.

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Follow Through

In the final stage, Follow Through, we bring the entire program together to meet the desired expectations. By uniting management’s expectations, Boot Camp for Managers, and daily proactive management through the use of assorted management tools, the managers are able to achieve and surpass the desired targets. This stage stresses involvement, implementation and information.

During this time, Capitol Consulting, LLC works closely with the directors and managers to implement creative strategies to bring the department to target. Our interaction is characterized as a facilitator and continues for the remainder of the engagement.

Although Capitol Consulting, LLC has a specified time period for the engagement, the Follow Through stage is perpetual and strives for continuous improvement while enhancing the ability to make appropriate changes in the future. The result is a more efficient organization with a frontline management team acting as business partners.

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