Process Certification Helps Organizations Achieve the Results They Need

Tag: process improvement plan

Process Certification Helps Organizations Achieve the Results They Need

March 12, 2021 | 7:37 am

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.

What are the Proven Business Process Improvement Methodologies?

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.

  • Traditional business process improvement generates a process map and then identifies and solves pain points. It is a foundation for other methodologies.
  • Six Sigma is a quality management science that came to international prominence after World War II. World-renowned statistician and trainer Dr. Edwards Deming used Six Sigma concepts to help the Japanese manufacturing industry rise from the ashes after the war.
  • Lean operations came to prominence through Japan’s need to maximize their resources in order to compete on the world stage. It’s all about finding and eliminating waste, and it was a key principle in the 2001 best seller The Toyota Way.
  • Throughput management helps companies identify where processes get hung up, and it is delightfully illustrated in the 1984 best-selling novel The Goal.
  • Human-centered design is a creative approach to problem solving that starts with people you are designing for and ends with new solutions that are tailor-made to suit their needs. It is quickly becoming the hot new process, software, and service-design methodology.
  • Project management is the discipline of planning, organizing, motivating, and controlling resources to achieve specific goals. Are you surprised project management is listed here? Comingling project management with the methods listed above is key to delivering results on time and on budget.

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.

What is a Business Process Management Certification?

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.

Why Certification Is Important

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.

The Innovation Process Design Approach

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.

Streamline Through Effective, Paperless, Electronic Payments

Maximize New Systems through Process and Practice Redesign

Conclusion

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.

IPD Process Transformation Services Now Available in Virtual, in-Person, and Hybrid Formats

December 11, 2020 | 8:18 am

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.

What is Process Transformation?

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.

Available Channels for Transforming Processes

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

Advantages of Different 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.

Taking the Next Step

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.

About Lee Kuntz

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.

Seeing is Believing: Leaders Spearhead Process Transformation Results

September 2, 2020 | 3:44 pm

Recently a nonprofit programs director, Shannon, asked me for help when she identified gaps in her organization’s grantmaking operations. Since Shannon had seen these pain points cured in another organization, she knew the solution: transform processes to change outcomes.

Shannon’s experience is proof positive that seeing is believing. She and other leaders are now leveraging our Introduction to Process Transformation event to help their organizations to help their organizations streamline operations and learn how to improve client outcomes.

Seeing the Pain Points and Solutions

Shannon first experienced process transformation results when a consultant hired by her previous employer led the team through a process improvement project. The results were impressive, helping Shannon’s team recapture hundreds of hours of time from operations while improving the quality and speed of grants decisioning and delivery.

After Shannon accepted a promotion with a larger foundation, she immediately saw that grantee onboarding took so long that many deserving organizations dropped out before they applied for their first grant. These nonprofits just could not spend the time waiting in line for a grant application. And these frustrated organizations shared their experience with donors in the community, hurting the foundation’s reputation.

Based on her previous process improvement experience, Shannon recognized her current situation as a process improvement opportunity. She explained to operations leaders from finance, grantmaking, technology, and donor relations that their pain points were solvable through an investment in transforming operations processes. The foundation then invested in our process improvement training and coaching. As a result of their efforts, staff cut their nonprofit onboarding from 90 days to 20 days, and at the same time gathered better data and set more favorable and attainable expectations with the nonprofits they serve.

Shannon was able to get leadership on board with the funding and time investment because she had experienced the positive results of process transformation and could speak to its benefits. But how do problem solvers like Shannon gain support for process transformation when neither they nor their higher-ups have seen the benefits? Or when foundation management is not yet open to an investment in process transformation?

Introduction to Process Transformation Event

Recognizing that seeing is believing, we have developed an event called Introduction to Process Transformation. This live, virtual gathering entails one day of process transformation coaching with your team that fits within your organization’s existing budget. The event is tailored to your specific situation, in that leaders from your organization will identify a small process that needs improving, and you will leverage our team’s coaching to transform that process.

The expected outcomes of this one-day event are as follows:
• A detailed process and map that can drive improved outcomes.
• An implementation plan for the new process.
• Employee ownership of the newly designed process and its implementation.
• Employee engagement in the next improvement investment.

Because of the tight, action-oriented focus of this coaching, your foundation can learn and achieve the value of process transformation without stretching or exceeding your current budget. Your staff will close process gaps and solve operational pain points. Potential processes to be explored in this introductory, one-day event include creating paperless payments, gift or grant acknowledgments, and ACH payment.

Learn more

Foundations don’t have to live with employee stress, reputational risk, and negative community feedback because of processes that don’t work as they should. If you are looking to cure these pain points, contact Lee Kuntz to share your foundation’s hurdles and roadblocks and hear how others are curing those pain points. Lee can suggest an adaptable process improvement coaching and training option that fits your situation. Foundations have reaped numerous rewards by investing in process transformation. You can too.

Incorporate humanity into software

Address Our Humanity in New Software Installation

June 22, 2020 | 8:30 am

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.

The Challenge

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.

A Solution

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.

How Does Human and Process Change Management Training Look?

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!

How to Reimage Business Processes for Software Implementation Success

May 28, 2020 | 4:15 pm

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.

The Challenge

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.

Business Process Redesign Impact

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:

  • Including the right business process redesign steps in the new software install plan helps the team achieve success.
  • Each organization must identify key factors about its own situation before it can design steps to reimage how work is done.
  • Proven tools can help foundations identify the best process redesign steps for their unique situation.

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 info@improveprocess.net 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!

Invest for Impact: Continuous Process Improvement Helps Maximize Resources

May 30, 2019 | 12:54 pm

Philanthropic organizations are investing for impact.

The work week should be over, but the office is buzzing, and the chief financial officer is making the rounds one more time. Foundation policy says grantee checks must be in the mail by end of day Friday, and there are still dozens of outstanding items. Everyone is staying late, because if those checks don’t get out, grantees can’t act on their programs. People can’t get help. And the foundation board is sure to hear about it.

If that scene sounds uncomfortably familiar, you’re not alone.  Learn more: Invest for Impact: Continuous Process Improvement

Achieve Process Improvement Results: Start at the End

April 15, 2019 | 4:22 pm

Have you been part of a process improvement project that required an investment of hours upon hours over months or even years? Was a process improvement effort stopped because the team could not agree upon which improvement ideas to implement? Or an improvement initiative that made things worse instead of better?

With results like these, no wonder leaders hesitate to authorize process improvement initiatives. Yet some leaders are achieving impressive results from redesigning processes. They cut the work time to serve their customers in half, recapturing and repurposing thousands of hours. At the same time, they deliver better outcomes to their communities, boards, and partners.

These diametrically opposed outcomes beg the question: What creates the big difference in results?

What is Process Improvement?

The difference in results stems, in part, from the varying working definitions of process improvement. One website defines process improvement as “a systematic approach that can be used to make incremental and breakthrough improvements in processes.” While this approach sounds promising, it falls short of bringing transformational change.

A process redesign project that focuses only on improving how work is done will not significantly improve outcomes despite taking many hours of staff time. For example, one team shared that they worked on an improvement project for eighteen months. They met for two hours every month and talked about a host of cutting-edge ideas. Yet the team could not come together behind any idea they were willing to try. After they had invested more than 400 work hours generating ideas without implementing any of them, people started dropping out of the project. Then the CEO identified a new initiative and the team switched its focus to that priority.

Start at the End

I view process improvement more holistically. I see it as a tool to improve outcomes in a broader sense. It can be leveraged to enhance quality, customer experience, accuracy, compliance, or any other key process outcome. When leaders start by identifying the specific outcome(s) that must be improved, they make it possible to achieve impactful process improvement results.

Recently, a chief operations/administration officer (COO) became aware that her organization was incurring significant late-payment penalties. Phone calls about the late payments from both internal managers and external partners were eating up her team’s time, and the organization’s financial resources were being squandered on paying the penalties.

The COO talked with her team about what she saw and then initiated a process redesign project with the specific goal of getting payments out on time. She leveraged my team’s process improvement training and mentoring to help the team better understand what was actually happening. Once her team saw that they could solve the pain they were experiencing, they eagerly stepped forward to be on the redesign team. This team used their new process improvement knowledge to reduce the payment process from 110 steps to 60 steps. Now they are implementing these new ideas and have shortened the time to get payments out. They will no longer be plagued with collection phone calls and can reinvest their time in helping the organization fulfill its key objectives.

Achieving process improvement results starts with identifying the needed outcome(s) first. After all, would you start a road trip without picking a destination? With no destination, you may end up in Alaska, rather than California. Or on the side of the road, out of provisions for the journey. Only through setting a clear destination can your team succeed in achieving the improvement they need.

Focus Delivers Process Improvement Results

As a coach and a trainer, I have opportunities to influence leaders as they seek to achieve process improvement results. Therefore, I first ask which outcomes need to be improved.

When leaders focus on improving specific process outcomes, they foster employee engagement and leadership support. Starting with a particularly painful outcome is a great first step. For example, a director of donor relations received calls from three donors who said they received someone else’s gift acknowledgement letter. After awkward apologies were made and the letters were corrected, the director called me to learn how she could quickly address this situation so it would never happen again. I coached her and the team through a four-hour rapid process improvement event. I encouraged the group to kept one essential outcome in mind: Gift acknowledgements must be sent out to the correct donor every time.

Being clear about the goal helped galvanize the team to take action and be laser-focused in their redesign work. This focus shortened the time needed for the improvement work, as there were no side trips that consumed valuable team time and energy.

Your Next Process Improvement Results Project

When your team needs to attain a given process outcome and is missing the mark, think process improvement. Whether your issue is an unhappy customer, overwhelmed employees, or a board demanding answers, start by identifying the specific outcomes needed. Communicating with employees about the missed mark and committing to resolve it can begin your journey to achieve impressive results.

Some organizations have built their process management skills and routinely fix inadequate outcomes successfully and quickly. You can, too. Contact me, Lee Kuntz, to talk through how your team can undertake rapid improvement that achieves process improvement results and promotes organizational success. Achieve Process Improvement Results: Start at the End

Process Improvement Speaker Lee Kuntz

This Year, Plan to Solve Pain Points and Thrive

October 12, 2018 | 1:14 am

Is your organization planning and budgeting for next year? Are you tired of fighting the same pain points year after year, such as overwhelming workloads, demands for better or faster results, or challenges to maximize costly technology? At the recent Twin Cities Nonprofit Financial Group meeting, I shared three steps to solve these pain points this year.

The Secret: Invest in Continuous Process Improvement
Organizations that help and serve others are recapturing hundreds—even thousands—of hours of capacity. They are serving their customers, community, board, funders, and donors in half the time. They are retaining employees.

Their secret? Investing in continuous process improvement to get big, immediate results with a small investment.

Recently we surveyed our client’s continuous process improvement results. Our customers achieved a 1.5- to 3-times return on their investment during the first year after implementation. This return came in the form of recaptured time and error-free results. These organizations continued to experience recaptured time and positive feedback from customers year after year.

Figure 1: Return on Continuous Process Improvement

Three critical approaches bring organizations big, immediate results with a small investment in continuous process improvement.
1. Get trained on proven tools
2. Get coaching to use the tools successfully
3. Maximize everything the organization has now

Because continuous process improvement teams maximize the tools and resources they have now, there is little additional investment. Also, the team achieves results fast when they choose their best and easiest to implement ideas. For example, one leader implemented the team’s improvement ideas the next day.

Invest in Building Process Improvement Muscle
Leaders are bringing the story of continuous process improvement to their organizations’ annual planning discussions. Yet a common question is: What does the initial investment consist of?

As shown in Figure 1, the initial investment in continuous process improvement includes two components: employee time and out of pocket costs for training and coaching. An employee will spend between 5 to 40 hours annually doing successful process improvement. The cost of the training and coaching depends upon the amount, level, and number of days needed. Contact me to learn more about training options.

Find Funding and Support
Civic, public, financial, and healthcare organizations fund their initial investment to kick off their continuous process improvement work in three ways.

Train to Retain. Some leaders include training in their annual budget so they can retain employees. A study conducted for Minnesota’s West Central Initiative found organizations that provide employees with training had a 50 percent lower turnover rate than those that did not. Read more at: West Central Initiative Study Summary. Budgeting for CPI training is a great way to begin your team’s continuous process improvement journey.

Use Discretionary Funds. Most organizations have some discretionary funds. One community action council identified enough money to in their discretionary budget to fund continuous process improvement training for 12 employees. Afterwards, the employees immediately implemented the improvement ideas they developed during the training.

Watch the Budget. Look for times when there is budget available. I get those calls about a month before the organization’s fiscal year-end. “I have some remaining budget to spend before the end of the year. Come now, Lee!”

Plan to Solve Pain Points in the Coming Year
When an organization and the staff are tired of fighting the same pain points year after year, it is time for continuous process improvement. Organizations have recaptured thousands of work hours while delivering better and faster results to their customers, their community, and their board. You can, too! Contact me, Lee Kuntz, to learn more about how your organization can plan to solve pain points and thrive.

3 Keys to Avoid Process Improvement Project Failure

May 14, 2018 | 7:30 pm

Many leaders within service industries invest a ton of time, money, and resources into process improvement projects. Leaders from community foundations, government agencies, nonprofits, and mortgage lenders – to name a few – work hard to improve outcomes. Unfortunately, national research shows that more than half have failed. Keep reading to learn how to avoid being part of this statistic.

These leaders take on process improvement projects with good intentions as they try to overcome the pain points they are experiencing. They are expected to do more with the same resources. Some are experiencing errors or gaps in their service to customers. And quite frankly, many employees are simply burned out, resulting in turnover.  Process improvement is a great tool to help leaders of complex services organizations turn this pain into achievable outcomes.

Achieve Dramatically Improved Results

In its simplest form, process improvement is defined as a change in work steps to improve outcomes. When an end-to-end operations process is looked at with an eye for dramatic improvement, it becomes a process improvement project. When a more complex  process is included in the project, there is a larger potential for improved results. Yet, process improvement projects are risky and frequently fail.

In a ProSci national survey of 150 process improvement projects, results show the majority failed. They found that when leaders rely only on traditional approaches and tools like mapping and brainstorming, the majority of times process improvement projects do not succeed. The lack of proven tools and approaches was a major reason for failure.

If you see pain points you want to solve, process improvement works. When planning to invest in process improvement, you NEED it to succeed.

3 Keys to Help You Avoid Process Improvement Project Failure


We’ll illustrate this through our experience with community foundations.

1.  Utilize proven tools.

Foundations consistently use tools that accomplish the results they need. For example, foundations use proven granting practices to create an outcome in the community. Similarly, process improvement projects succeed when the proven process improvement tools are used.

2. Train your team on these proven tools.

Community foundations need trained resources for key tasks to ensure they are successful. For example, only a trained accountant is hired for an accounting role. The same is true for process improvement skills. Employees will successfully see their process improvement opportunities and solve foundation pain points when they are trained in the proven process improvement tools.

3.  Build process muscle through coaching to achieve success.

Everyday foundation leaders mentor employees until they round that learning curve. Accountants are only allowed to work independently when they prove they are ready. The same is true with the team’s new process improvement skills. As a Lean Six Sigma Black Belt, I needed to submit two successful projects before I was certified. Early on, I had several projects that were not successful which could not be submitted.

Process improvement best practices show the need for employees to use these skills at least twice before they are successful and independent in getting great results. Therefore, leveraging a process improvement coach makes your learners successful the first time. They are coached to build process skills, while strengthening their process muscles. – resulting in success and independence.

The Track Record: Process Improvement Project Success

Foundations have achieved impressive results by leveraging proven process improvement tools and approaches. Their employees were trained and coached to dramatically improve these outcomes.

  • Cut their grant operations time by 60%
  • Deliver to customers in half the time.
  • Error free for 3 years.

Case Study: A chief financial officer at a large community foundation saw process improvement projects fail – swirling for months, dying out unfinished or not delivering results. Learn how their most recent improvement project recaptured over 60% of the team’s time and now deliver to the customer faster. Build Improvement Skill-and-Will.

At Innovation Process Design we are experts at helping teams successfully improve process and results. Your team can succeed too. Contact Lee Kuntz to talk about what you’re experiencing and how leaders have solved this pain.

Want ROI? Invest in Your Team’s Process Improvement Muscle

May 14, 2018 | 7:50 pm

Community foundation leaders say they were happy with the process improvement report generated by their accountant or consultant. At the same time, these leaders were frustrated because they could not get support to implement the outsider’s ideas. They paid thousands of dollars for the report and have almost zero return on their investment (ROI). Their credibility is on the line. Can you relate?

Community Foundation Employees Significantly Impact ROI

Process improvement is the change in employees’ work steps to improve outcomes. Even with the best consultant, employees may not fully understand and support the consultant’s process recommendations. After all, who knows your processes best? Your employees!

When employees don’t fully support an outsider’s recommendations, they may not fully engage in implementing and owning the improvement ideas. Without engagement and ownership, the report’s improvement ideas don’t get implemented. Without implementation, the foundation achieves zero or negative ROI in the improvement report.

Build Your Employee’s Process Muscles to Achieve ROI

When the foundation invests in building employee process skill through improvement training and coaching, they achieve better results. By harnessing the power of their employees and amplifying their process skills- employees get in the improvement game.

Newly skilled and coached employees create better improvement ideas – those that actually work with your foundation’s complexities. Employees fully implement their own, well thought out, improvement ideas. They go the extra mile to make their own ideas work. And they keep those improvements in place. These employees see and enhance processes with their new skills right when they see the process train starting to come off the tracks.

Lee Kuntz shares “Foundations say that when they invest in building employee process muscle, they achieve employee support to improve and ongoing implementation and process ownership. This is exactly where the foundation’s ROI comes from.”

Track Record of Investing in Process Improvement Investment

Evidence supports the investment in employees as process improvement and process management resources. Foundations achieved these impressive results by building skills through process improvement training and coaching.

Cut gifts operations time by 60%.
Error free for 3 years.
• Busiest giving day in foundation’s history without a hitch or error, and the team went home at end of work day.

Case Study: Learn how a chief financial officer at a large community foundation invested in process improvement training to recapture over 60% of the team’s time and now delivers to donors faster.

They achieved superior results from this investment. You can too. Contact Lee Kuntz with the pain points you see.

Contact Lee today to discuss your challenge.