Competitive situation not only demands high quality products and services but also fast service and lower price. To achieve such a competitive level, the organization should provide inward-looking in order to optimize each section of the business operation, improve and stabilize quality and reliability of the system.
This optimization includes control process completeness, long-term sustainable solutions, minimization of errors and waste and also rework, time efficiency, and elimination of unproductive activities. The cycle of improvement initiatives process is broadly divided into three main activities, namely: discovery and design, deploy and execute, and monitor and control.
Discovery starts by identifying the needs of the process, starting from the controllers, values, strategies, until the results. This identification will support the process’s “raison d’etre”. Further identification then followed by the inventory process that has been running, both primary process and supporting process. This inventory is more like capturing the working plot, the cost, the time cycle and so forth.
It is also needs to be mapped, whether a process can provide value or not. The categorization of value analysis results is useful for determining priorities in the improvement process. In fact, the unproductive processes can be eliminated earlier through this stage.
The company just have to consider carefully before conducted this elimination. But also does not mean to linger that unproductive process which later can turn into a burden. It is like keeping the unused goods but eventually will become a burden in the future.