Employees represent the largest organizational cost. A Performance Associates activity and process analyses compiles organization workflow and time utilization into non-essential, essential and value-added classes. The redesign of staff capacity follows by first creating new capacity (time) by eliminating rework and redundancy, while simplifying and then automating essential activity. Implementing these improved work practices supports the identified new or increased value-added activity, typically at a reduced cost.
An analysis of key activities is needed in any established business — particularly in well-run businesses. In such businesses, this analysis will invariably identify activities that, once important, have lost most of their meaning yet continue to receive major focus. The organizational structure no longer makes sense; instead, it presents significant barriers to change and improved performance.
Performance Associates analyzes work activities by employee, function and profit center to evaluate current roles, responsibilities and performance. We then reconfigure activities and responsibilities, while leveraging available technology so that your personnel work smarter, not harder.
Revenue-Producing Activity: Management’s challenge is always to do more with less. By improving productivity and redirecting newly available (existing) capacity, the business can grow its top line with the same or reduced costs.
This improvement requires:
- effective management practices and processes to define the right things
- a consistent and accurate measurement of employee performance (efficiency) in doing right things
Essential Activity: Activities that need to be done to keep the business moving forward. These activities need to be simplified, automated or performed by someone else in the organization to reduce their drag on resources that could otherwise be directed toward performing value-added activities.
Nonessential Activity: Activities that shouldn’t be performed at all. Examples include working on irrelevant issues, misallocation of knowledge workers, tasks that have lost their usefulness but continue to be done because of tradition, and all types of rework.
Attacking a firm’s misallocation of low-value resources and transforming them into high-value resources — where they can generate the most money with the least expensive assets and effort — is the most expedient way to improve productivity.
What do you see as biggest roadblock to expedite change in your organization?