High-Yield Methods - Customer aligning business strategies, process and technology

In your company

Does 1 + 1 + 1 = 1?

If your work outputs don't exceed your inputs, it's time to consider VISUAL WORKFLOW.

The chart below differentiates sales, marketing and customer service along with other variable workplace environments with manufacturing environments. Based on the extreme differentiation, would you use a business process improvement approach designed for manufacturing in the front office?

Variable Environments	Manufacturing Environments
Low repetition	High repetition
Decision-based business process	Fixed business process
Adaptability critical	Consistency critical
Hundreds of key workflows	Dozens of key workflows
80 - 90% of defects up at workflow level	Majority of defects down at work process level
Majority of work activities interdependent	Many work activities independent
Invisible defects	Visible defects
Empowered staff	Compliant staff
Resist “external” input	Accept “external” input
Business process is the work	Business process guides the work
Fully joined workflow & information flow	Partially detached workflow & information flow
High-dependence on application software	Partial dependence on application software

Realizing the need for a ground-up, front-office-friendly approach, in the late 1990s HYM began developing a new BPI methodology very loosely based on Theory-of-Constraints, but going way beyond TOC in terms of addressing business/technology alignment needs as well as change management issues. What resulted is VISUAL WORKFLOW, a team-based approach to redesigning workflow and work process—including enterpise information flow and application software requirements related to customer (or employee) information.

VW has been a resounding success and has gathered accolades from client after client. To learn more, download a comprehensive free white paper.