An insurance firm discovers through value stream mapping that it must fix its broken processes before it can increase its productivity sustainably.
By Amy Tan and Uwe H. Kaufmann The goal of any financial services company seeking continuous improvement is to increase productivity. But how should this be done? One way seems obvious: Work faster so that more products get made or services get offered in the same time period. Although this request might have seemed correct 30 years ago, it is highly inappropriate today and would lead to even more frustration among an already overworked staff.
The key to increasing productivity is not about how fast we work. It is about how we get work done; it is about the process, rather than the people.
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