Competitive situation demands not only high quality goods and services but also speed of service besides low prices. To achieve this competitive level, the organization will inevitably inward looking by optimizing its business operations on each part, improve and stabilize the quality and system reliability.
This optimization includes the complete process of control, sustainable long-term solutions, not only minimize the errors but also waste and improvement, time efficiency, and elimination of invaluable activities. The cycle of improvement initiative process is divided into three main activities, discovery and design, deploy and execute, and monitor and control.
Discovery starts by identifying the needs of the process. Starting from operators, values, strategy, until the results of this organization. This identification will support the “raison d’etre” of the process. Furthermore, the identification is followed by an inventory of the process that has been running whether it is the main processes or supporting processes. This inventory is more like capturing how it works, how much it cost, time, and others. The process also needs to be look whether it can add the value or not.
Categorization of this analysis value result is useful for determining the scale of priorities in the improvement process. Even, if necessary, a process that does not add value can be eliminate at this stage. It is only need to consider carefully before eliminate it. But it does not meant to lingering the process that does not bring added value is becoming a burden. It is like letting the goods that are actually not used but not want to throw it away which in fact later become a burden.