The Head Office of a national Wealth Management company that had recently gone through a merger, was feeling the pain associated with the volume of identified and in progress improvement projects.
Above The Line worked with senior leaders to develop a process architecture for the business. Being able to see the business as a collection of processes, facilitated agreement on priority areas for improvement – from both a strategic and operational perspective. During our engagement, three priority projects were selected for improvement. Our consultants trained and coached six high potential employees in Lean Six Sigma methods and tools, creating a standard way to improve and a common language to manage progress.
Working with the senior leadership team we established a clear connection between their strategy, Balanced Scorecard and management review process. A basic process architecture was made available, with a table of prioritized processes and sub-processes. Lean Six Sigma knowledge and capability was developed and made available inside the organization for ongoing improvements.
Visual management was put in place, increasing transparency of organizational expectations and real time performance. Daily management habits were developed with KPI reviews at the operational level.
By the end of this 9 month project, the client completed three critical improvement projects that were successfully embedded into the organization. Capability in Project Management and Lean Six Sigma existed to manage a portfolio of improvement projects without over taxing the systems and people doing the day-to-day work.