Many consultants offer process improvement services alongside their other services, but a consultant who is certified in proven business process improvement methods can help your team reach ambitious goals most effectively. A certified process improvement consultant can help you achieve significant, measurable results such as recapturing capacity and realizing a faster return on new system investment.
Business process improvement methodologies are all about transforming how work is done to improve outcomes. These approaches range from the latest techniques to traditional methods, some of which have been around for almost a hundred years.
Each of these methodologies produces desired results when used as designed. However, not all these industrial engineering techniques and tools work in every situation. For example, Six Sigma makes use of significant statistical tools that are great for challenges encountered at manufacturing companies, but they are of little value to service organizations. Yet the process control component of Six Sigma is valuable to any organization looking to deliver consistent results. The key is to identify and use the right methodology and tools for the challenges at hand.
Some professional certifications have a strict, common definition. For example, the AICPA governs the Certified Public Accountant designation, setting standards that are respected around the nation. Passing the CPA examination was a proud moment in my life, because the certifying exam was so difficult.
In contrast to public accounting, where the content is clearly defined by a single entity, becoming certified in business process management requires demonstration of competency in multiple disciplines. These disciplines overlap each other, as shown below.
Figure 1: Methodology Overlap
The training and certification exam for each methodology includes tools that are not taught or tested in the other disciplines. For example, the American Society for Quality includes only a handful of Lean operations tools in its Six Sigma Lean Operations Black Belt training and certification. The Lean Institute makes use of only a few Six Sigma tools in its program. For most of these methodologies, people seeking certification must prove their mastery through education, testing and, at times, the submission of completed projects that demonstrate their competency.
Business process management certification is important for several reasons. First, it represents independent verification of the applicant’s knowledge and skills. Certification serves as confirmation that the applicant has learned and mastered techniques.
Second, certification supports achieving significantly better outcomes, which is critical as process improvement success is judged on the results achieved. These significantly better outcomes could be fewer errors, higher quality, faster outcomes, a better experience for customers, or a new system installation that pays for itself in two years.
The chart below chart illustrates transformational results some of your colleagues in the philanthropic sector achieved when they used our certified process improvement services. Process steps were reduced and improved. Quality and speed were improved.
Figure 2: IPD Certified Process Improvement Impact
Innovation Process Design (IPD) can teach your team the business process management skills you will need to identify process improvement opportunities on an ongoing basis. By developing proficiency of your own, you will not be dependent upon a consultant to make continual progress.
As IPD’s lead trainer and coach, I am certified, trained, and skilled in Lean operations, Six Sigma, human-centered design, project management, and public speaking. Our team’s depth and breadth of tools and experience enables us to select the tools and approaches that best address your specific challenges and goals. We have extensive experience helping philanthropic organization achieve significantly better outcomes. Our successful track record means you can complete process redesign faster, more efficiently, and with better results. Learn more about these results in these case studies.
Business process management certification matters. Other organizations have experienced the advantages and results that certified process improvement brings. Your organization can too. Contact me, Lee Kuntz, to learn more.
The pandemic has caused disruption to many organizations. The top priority for every organization has been finding ways to operate safely. Some also seek the capacity to do even more: more emergency assistance for their community; more internal and external social justice work; more services to donors. And they need to accomplish these goals in a safe, employee-friendly way.
To address these needs, we now deliver process transformation services virtually, in-person, or in a hybrid format.
Process transformation, unlike process improvement, goes beyond tweaking work steps. It entails a total overhaul to the way work is done. Some consultants produce rudimentary improvement, but a certified process specialist identifies approaches and provides tools to recapture significant capacity. Innovation Process Design (IPD) is certified in proven operations improvement methodologies, including Lean Operations, Six Sigma, and Human Centered Design. We know how to tailor our approach to each organization’s unique mission and circumstances.
As a result, over the last twenty years, clients who have engaged our Think Differently Process Transformation™ services have achieved dramatic reductions in work steps in key areas, as shown in Figure 1.
Figure 1: Impact of Process Transformation
By reducing and improving work steps, nonprofits recaptured significant amounts of time, which they invested in new programs that have increased their community impact. Board meetings are more productive and require a fraction of the preparation time that had been invested before. Payments are made without delay, better supporting grantees’ needs. Donor gifts are confirmed in a faster and more efficient manner. Learn more about organizations’ process transformation results here: Process Improvement Case Studies.
In order for process transformation to be successful, staff members must be actively and safely engaged. IPD has had years of experience conducting transformation events in a variety of settings: in-person, virtual, and through a combination of the two. Our prior experience made it an easy transition to offer our clients three ways to engage in process transformation. The advantages of each option are detailed in Figure 2.
Figure 2: IPD Services Channels
Engaging in an in-person deep dive to transform processes is a powerful experience. Yet this face-to-face experience requires committing staff to several full, consecutive days of in-person meetings. Since all-staff in-person meetings are highly unlikely for several months, waiting for in-person services will delay the time the team has to implement their newly designed processes and as a result, delay the benefits of process transformation.
Virtual meetings offer an alternative to full, consecutive day meetings, as three-hour transformation sessions can occur over several weeks. Spreading out this time works well for many organizations’ daily workflow. In addition, there is no travel time or travel cost for a virtual event, lowering the overall event cost compared to in-person meetings by around $2,000. Employees appreciate being able to continue to safely work at home, and the transformation initiative can start any time the organization is ready.
Our hybrid service channel provides the team options regarding who attends from which location. Our transformation trainer and coach, Lee Kuntz, can be at your site or at the IPD office. Your staff can attend in-person or from anywhere they have internet access.
Since work location is becoming more fluid, the hybrid model is likely here to stay. The benefits of the hybrid model, depending on how each organization configures it, include many from both the in-person and virtual channels.
Having these channels available to forward thinking foundations and other nonprofits means employees, whereever they are located, can safely and effectively transform their processes and results.
Many leaders see that their community needs more help. Yet key to taking on this new work is increasing capacity. The good news is that leaders can begin their process transformation journey virtually, in-person, or in a hybrid fashion. Through a safe, flexible, and customized approach, organizations can start realizing the many benefits of process transformation without delay.
As founder and president of Innovation Process Design Inc., Lee has spent two decades using process improvement to solve the unique challenges facing leaders of complex service institutions. Through expert training and coaching, she helps teams look at their work with new eyes, transform how work gets done, and create real results. Learn more about Lee and how she helps organizations at improveprocess.net.
Did the pandemic impact your grant payments? Are employees moving paper from location to location to get checks out? Are they working extra-long hours? Does it take more time to get checks out? What feedback is your organization getting from grantees and vendors about paper checks?
One organization looked into their busy season and decided to proactively take action to help employees and the community thrive. Here is their story:
Streamline Through Effective, Paperless, Electronic Payments Case Study.
The COVID-19 pandemic has consumed our time and energy for half a year. Many organizations say it’s time to refocus, to both take care of now and build for the future. These philanthropic organizations are moving from being reactive to transformative to ensure they achieve their mission. How will organizations that are already working at capacity effectively take on their future? One tool to build that capacity is process transformation.
The Challenge: Creating the Capacity for Today and Tomorrow
Due to the pandemic, grantmaking organizations have been in reactive mode, setting up safe, remote work environments in order to continue daily operations. This has required all hands-on deck, with employees being heroes by working creatively and for long hours. Recently one foundation shared that at times employees work while sitting in their cars in front of each others’ houses, ready to hand off grant checks or paperwork to the next person for the next step.
Yet even with this all-consuming workload, philanthropic leaders are focusing on increasing their organizations’ community impact. These leaders tell me they are now attempting to step back to assess where they are in their mission while maintaining safe operations.
This is a challenging next step, as capacity is already tight. The typical work of assessing existing programs and making adjustments places a huge strain on resources in today’s already at-capacity environment.
Capacity, or the hours available to do work, is a tricky asset to manage. In my process training, I talk through this capacity constraint.
Each employee has about 2,000 hours of work capacity in a year. The tasks they perform use up that capacity. This work can add value to the community, such as issuing grants to qualified organizations. Or it can be squandered through wasted steps that add no value to the community, including rework or duplication. Each organization’s yearly capacity is based on the number of full-time people times about 2,000 hours. It is up to the organization to decide how that capacity is spent or invested.
When I coach teams, we measure their value-added and wasted steps. I find wasted steps account for between 40% and 70% of work. For example, creating grants takes many tasks for thousands of work hours to deliver the grant check to the qualified organization. Yet this process can contain rework and duplication, resulting in a waste of work hours that could be better used to serve the organization’s central mission.
Process improvement is a generic term that hints at the opportunity to improve efficiency. But process transformation—a higher level of process improvement training—builds employees’ ability to see the wasted steps and eliminate them. After receiving my team’s process transformation training, one leader said: “I just need to find these wasted steps, then solve them to get back capacity for the rest of my career.” And she did. She and her operations team took their intake for home ownership coaching processes from an average of 90 days to between 9 and 20 days. They found the capacity to deliver more, better, and faster services to their community.
Next Step: Get information on Increasing Capacity through Process Transformation
Even as grantmaking organizations struggle to get work done from their remote desks, untapped capacity is just waiting to be found. As organizations are completing this year’s work and planning for next year, including process transformation training and coaching in plans is a first step to recapturing lost or wasted capacity. With an investment in our process transformation training and coaching, organizations can recapture and reinvest $30,000 to $75,000 of labor annually. Learn more about what organizations are budgeting for in this companion blog post: This Year, Plan to Succeed!
Contact Lee Kuntz to share what you see at your organization and to learn more about how your organization can thrive during these challenging times. Other organizations are moving forward during these difficult times, your organization can too.
Is your foundation installing new grantmaking or CRM software? Many times, staff are excited to have a new system, but they are hesitant to give up what is familiar and proven. Some philanthropic organizations address these emotions by developing a comprehensive software install plan. Such a plan addresses process change management steps as well as the questions, concerns, and reservations of the people who will implement them. Leaders who took these human factors into account say their investment in thorough planning more than paid off.
More than one hundred philanthropic organizations change grantmaking systems each year. This once-in-a-decade or so task is an expensive and risky venture. Given that most foundations install a new system quite infrequently, employees are understandably unfamiliar with the conversion process. And even though some employees may be tired of the old software, are they ready to significantly change their work processes, roles, and controls to maximize the new system?
One foundation spent a couple million dollars on a new grantmaking system and CRM only to have employees bypass the labor-saving features of the new system. They continued their manual work arounds, including old work steps, spreadsheets, and piles of paper. All the expensive, state-of-the-art bells and whistles that the new system offered went unused.
Achieving buy-in from staff members who will use the new system on a daily basis is a huge contributor to software success. Therefore, meeting employees where they are and readying them to implement the changes ahead is an important project step. Recently we surveyed philanthropic leaders, asking what steps they included in their new software plan to prepare employees for the pending conversion. More than half (58%) of survey respondents said they invested in human and process change management training during their new system install.
Their outcomes? Participants said their training addressed human change-management skills, empowering employees to question how work is done, business policies, and roles and responsibilities. Many also said they believed this training helped them achieve improved outcomes during the new software install and ongoing.
Is your philanthropic organization interested in learning how human and process change management training looks? Register for this upcoming free webinar: Not Just Plug and Play – Process, People and New System Install.
Also, contact Lee Kuntz to discuss your journey and challenges. Lee can share how others who have installed new software have achieved success by incorporating both human and process change management training into their installation plan. Many foundations have helped their employees embrace new and better ways to approach their daily tasks using a new software system You can too!
Here in Minneapolis and across our nation, these are challenging times for nonprofit and philanthropic organizations. Local emergencies, impactful opportunities to speak up, and the COVID-19 pandemic are creating serious new needs in communities across the country. Organizations that were already operating at or near capacity find themselves trying to stretch their resources even further while simultaneously managing the disruptions caused by a shift to remote work, declining donations, and a volatile stock market. As a result, many organizations are struggling to meet their goals.
Learn how some organizations are going virtual to improve their nonprofit operations and results to their community through my recently published article in The Sustainable Nonprofit blog from PND by Candid.
Go Virtual to Improve Results During Emergencies
Have you installed new software that was universally embraced and paid for itself quickly, perhaps even within 24 months?
Attaining widespread employee buy-in at an affordable price is a worthy but difficult goal. Yet as new software competes for funding with other good ideas, achieving this is important. Business process redesign can help philanthropic organizations realize this measure of success.
Philanthropic organizations replace software, including their big grantmaking systems, every five to twenty years. That makes sense, as the philanthropic industry is growing. Contributions to donor-advised funds totaled $37.12 billion in 2018. This represents an 86 percent increase in contributions over the past five years. The related grants increased likewise.
Growth in grantmaking often necessitates employing new tools to stay ahead of the workload. Leaders of philanthropic organizations need to build a strong case to justify investment in costly new software. The best-case scenario is when the new software pays for itself within 12 to 24 months. In order to achieve such a favorable return on investment, employees throughout the organization need to be open to change and willing to explore all that the software has to offer. Business process redesign engages employees in fully learning and embracing new software, inviting them to fully leverage it.
Recently, three experienced technology leaders and I spoke at a Technology Association of Grantmakers webinar about how to leverage business process redesign to promote software acceptance and a quick return on investment. Key points:
Check out this new, free tool that can inform your thinking about software implementation: Business Process Redesign Steps for New Software Success.
Contact me, Lee Kuntz, at email@example.com for a no-cost discussion of your situation and recommended steps to redesign your business processes.
Foundations have realized substantial benefits from their new software investment through leveraging our business process transformation coaching and training. You can too!
Most philanthropic and nonprofit organizations were working at or near capacity before the COVID-19 health crisis. But the virus has created serious new needs for the populations they serve, and many organizations are grappling with the disruption caused by a shift to remote work, declining donations, and an unpredictable stock market.
While it might all seem overwhelming at times, there are resources that can help with this increased demand. Live, online process transformation training and coaching from Innovation Process Design can help. This skill building resource enables organizations to increase capacity and enhance their ability to positively impact targeted populations while keeping staff safe. That means organizations can address this abundance of new opportunities without putting an undue burden on their team.
Training and coaching work together to improve existing processes and increase an organization’s capacity. Training allows organizations to create a culture of improvement while building the muscle they need to make substantive changes. Meanwhile, coaching advances that foundation by allowing organizations to take a deep dive into a specific problem.
Because COVID-19-related volatility is projected to continue for at least the next six months, taking organizations to the beginning of the giving season, increasing capacity will be essential to fulfilling the nonprofit mission. Taking a wait-and-see approach may cause organizations to miss opportunities now and require that they play catch-up instead of hitting the ground running in October. By optimizing capacity now, organizations can address existing needs and prepare to reach year-end goals.
Think about it this way: Effective coaching, which requires a foundation of training, could allow employees to recapture between 30% and 60% of their time – from 500 to 1,500 hours per year. That’s good for now, when many employees are figuring out the finer points of working remotely, and it’s also beneficial later, when operations return to normal.
Building capacity doesn’t have to disrupt operations, either. Our online meetings take place over a couple of weeks to ensure they will not take team members away from their normal workflows. Sessions are conducted in small groups, allowing for easy interaction and opportunities for all questions to be answered.
Innovation Process Design has years of experience helping community foundations and philanthropic organizations optimize processes and workflows. We use tech-savvy tools and engaging content to share best practices that have been proven over the past 20 years. We give employees concrete projects to work on that will help them recapture time.
That time will be more important than ever as organizations work to weather an unprecedented health crisis – and help their communities do the same.
I welcome the opportunity to answer questions, to discuss your organization’s unique challenges, and to tell you more about how virtual process improvement can help.
Is your office in remote mode? So many teams are now working from home as we collectively battle the COVID-19 pandemic. Remote work can reduce personal and community health risk. Yet it can be unhealthy for your organization. Remote work can be slower and less accurate, impacting your organization and your community. A key question in this transition is: With this big change of unknown duration, how will your team continue to serve your community in a seamless way?
Teams that move to remote work find key risks.
o Paper piles of work are no longer visible, resulting in stalled or forgotten work.
o In-person double checks and communication may not happen, resulting in errors and embarrassment.
o Quickly made process adjustments to fit remote operations create the risk of errors and missed steps.
o Back-and-forth online communications may slow work down, consuming already tight capacity.
Remote work is an opportunity to redesign your processes to regain capacity, maintain quality, keep up speed, and preserve your reputation. Some organizations are using proven process transformation tools to achieve these goals. For example, as a result of our process transformation work, one foundation recaptured time while delivering error-free results for three years. This group became an effective cross-organization team, performing better and accomplishing more in a consistently high-quality manner.
Is this what you are looking for?
If your team is going remote, connect with process improvement coach Lee Kuntz about a live, online checkup for your key processes. We use our proven process transformation coaching, training, and tools to help you mitigate risk and deliver upon your organization’s commitments. Checking up on small processes can be done in a couple hours.
Contact Lee to discuss how your team can create a seamless transition to remote processes while maintaining and growing great results.
Every day teams can manage their processes to deliver winning results. By both improving and controlling critical processes, these teams can both make a big impact and get home at night.
Most of us have improved processes. We have tweaked the steps of work, fixed breaks, and automated. The next step—process management—is a powerful approach that can be the difference between failure and success.
Now you can measure your team’s process management muscles through an eight-question survey. This survey helps you see beyond tweaking, to fix pain points and transform outcomes. Through the survey’s results, you can discover your team’s process management strengths and opportunities.
Select the survey answer that best reflects how your team handles your critical processes. Eight-Question Survey Link
Do you want to learn more about how these important concepts can create results for your team? Then complete the survey, add your email address, and submit your answers, thereby emailing yourself your answers.
Our process coach and trainer Lee Kuntz will also receive a copy. Your contact information will not be used for any other purpose. Lee will then connect with you to hear and answer any questions about how each of these key process capabilities can help your team achieve the results you need.