Ex­pe­ri­ence has shown: 90% of pro­duc­tion pro­blems occur as a re­sult of in­for­ma­tion-de­fi­cits at in­ter­faces. The­re­fore, pro­duc­tion pro­blems can only be per­manently re­solved by an im­pro­ve­ment of the pro­cesses!

Our Ap­proach

The fol­lo­wing ex­pla­na­tions should only to be viewed as a rough guide. To­gether with you we will de­velop a de­tailed con­cept based upon a spe­cific ana­lysis tai­lored to your busi­ness.

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Pro­ject Kick-off

Du­ring the Kickoff-Mee­ting the so-called Pro­ject Charter is de­ve­loped, which then serves as road-map for the en­tire pro­ject.

It in­cludes:

• an ac­cu­rate de­fi­ni­tion of the pro­blem
• clearly esta­blished li­mits for the pro­ject
• bin­ding and mea­su­rable goals, as well as
• cri­tical mi­le­stones that must be achieved.

In ad­di­tion, the Pro­ject or­ga­ni­za­tion must be for­mally set:

To­ward that goal the cu­stomer will:

• ap­point a pro­ject ma­nager, who is ul­ti­ma­tely re­spon­sible for the im­ple­men­ta­tion, coor­di­na­tion and fi­nally the suc­cess of the pro­ject, plus
• de­pen­dent upon the scope of the pro­ject, ap­point 4 to 6 per­ma­nent team mem­bers as­si­gned to  pro­ject work (data ana­lysis, in­ves­ti­ga­tions, etc)

BBR will:

• pro­vide sup­port by ex­pe­ri­enced con­sul­tants, who will share their ex­per­tise in me­tho­do­logy and pro­cesses. They will as­sist in all pro­ject steps and en­sure a con­stant pro­ject mo­mentum.

Ana­lysis Phase

This phase takes ap­pro­xi­ma­tely 3 weeks, du­ring which the fol­lo­wing will be ac­com­plished:

• The data sources available in­side the busi­ness will be ana­lyzed,
• in­ter­views will be con­ducted with se­lected staff and pos­sibly also with cu­sto­mers,
• the dis­co­vered pro­blems will be grouped into pro­blem groups and
• their fi­nan­cial s­co­pe is eva­luated.

The Pro­blems Ana­lysis is nor­mally done with a focus upon fi­nan­cial con­si­de­ra­tions, but it can often also be useful to in­clude aspects of cu­stomer sa­tis­fac­tion in this ana­lysis.

Ma­na­ge­ment-Work­shop

du­ring this work­shop, las­ting appr. one half day,

• the team will pre­sent the re­sults of the Ana­lysis Phase,
• based upon the pre­sented in­for­ma­tion, ma­na­ge­ment se­lects spe­cific pro­jects for im­pro­ve­ment, and
• staffs these pro­jects with qua­li­fied per­sonnel, and
• esta­blis­hes ­fiscal and qua­li­ta­tive goals and ob­jec­tives.

Ac­tion-De­fi­ni­tion Phase

Du­ring this phase the foun­da­tion is laid for spe­cific im­pro­ve­ment pro­jects:

The ne­cessa­ry ­steps in­clude, among others:

• esta­blish a struc­ture of the Pro­blem,
• de­ter­mine the cause(s) of that pro­blem (a col­lec­tion of proven tools will be used for this),
• de­fi­nine the ne­cessary le­vers and mea­sures to achieve im­pro­ve­ment,
• ap­point­ment of the team leader and team mem­bers for im­ple­men­ta­tion,
• eva­luate time frame re­quired and re­sour­cers needed to ac­com­plish in­di­vi­dual ac­tion goals,
• de­fi­ne a mea­su­re­ment me­thod, that will allow for im­pe­rical mea­su­ra­bi­lity of the suc­cess of the Im­pro­ve­ment Pro­jects, and
• crea­te ass­urance of the ­su­staina­bi­lity of the Im­pro­ve­ment Pro­jects – for this our­pose a Pro­ject Con­trol will be put into place in the Or­ga­ni­za­tion.

Kick-off of the Im­pro­ve­ment Pro­jects

Ma­na­ge­ment de­cides if the Im­pro­ve­ment Pro­jects, as pro­posed by the team, should be im­ple­mented, ba­sing the de­ci­sion upon:

• de­tailed pro­ject de­s­crip­tion,
• the planned date for pro­ject start,
• the re­com­mended scope,
• an­d the re­quested per­sonnel

If the ­these cri­tera are met to the ­sa­tis­fac­tion of ma­na­ge­ment, the Im­pro­ve­ment Pro­jects are "set rol­ling", and the ac­tual im­ple­men­ta­tion of the planned ac­tion can take place.

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