Business Analysis and Improvement

PRODUCT / SERVICE

Business Process Improvement (BPI) is a strategic approach that organizations employ to identify, analyze, and improve existing business processes. The goal is to optimize efficiency, improve quality, and achieve better outcomes. BPI often relies on various methodologies and tools to systematically assess and improve operations.

Process Mapping: This is a fundamental tool used in BPI to visually depict the sequence of steps that make up a process. Process maps can be simple flowcharts or complex diagrams. They serve as a foundational element for identifying inefficiencies, redundancies, or unnecessary steps that can be targeted for improvement.

LEAN: Originating from the Toyota Production System, the primary objective of LEAN is to create more value for customers by eliminating wasteful practices. LEAN focuses on continuous improvement and involves the entire organization in the process of spotting inefficiencies and proposing improvements. Key concepts include value stream mapping, Kaizen (continuous improvement), and “5S” (Sort, Set in order, Shine, Standardize, Sustain).

Six-Sigma: Introduced by Motorola in the 1980s, Six-Sigma aims to improve process quality by identifying and removing causes of defects. Six-Sigma relies heavily on statistical methods to analyze processes and relies on DMAIC (Define, Measure, Analyze, Improve, Control) as its core framework. Professionals trained in Six-Sigma (often called Green Belts, Black Belts, etc.) guide the organization through the process.

Theory of Constraints (TOC): Developed by Eliyahu M. Goldratt, TOC is a management philosophy that focuses on identifying the most significant constraints that hinder an organization’s ability to achieve its goals. Once identified, efforts are concentrated on improving or eliminating that bottleneck. The aim is to increase throughput while decreasing inventory and operating expenses.

In summary, Business Process Improvement is a holistic approach that incorporates a variety of methodologies to improve organizational performance. Whether it’s reducing waste with LEAN, enhancing quality with Six-Sigma, removing bottlenecks with the Theory of Constraints, or gaining clarity through Process Mapping, the ultimate goal is to create more efficient, effective, and adaptable processes.

VALUE

My length and breadth of experience in different sectors means I am frequently able to move between disciplines, for example vertically between business analysis and strategy or horizontally between technology and marketing. This ability means very often I am able to fulfil more than one role, and also aides the communication, collaboration and consensus between supplier and customer teams, which helps both delivery, hand-over and adoption. My Management / Change Practitioner experience means I am often able to support internal change teams, often as part of a Talent Academy, ensuring both successful project delivery but also skills transfer. As a Coach-Mentor I am also able to help Leadership. Management and Teams with their own change journeys.

EXPERIENCE

Facilitator supporting Retail & Visitor Economy
Facilitator supporting Heath and Community Services with Performance Conversations
Facilitator supporting Natural Environment Working Group
Rural Economic Strategy – Research & Workshop Facilitation
CI Cooperative – Project Management Retail Solutions
Ports of Jersey – Review of Airport Operational Database
Jersey Hospice – New clinical records system

CREDENTIALS

MBA, Chartered BCS, Banking and Compliance Qualifications
LEAN, TQM, ToC, Six-Sigma Process Improvement
Database Analyst and Programmer, MySQL, javascript, PHP, VBA, VB, Clipper, dbase
Chartered Management Institute Tutor for Level3,5&7
ICF Trained Coach (Tracy Sinclair Training)
PRINCE2, Agile + Scrum & APMG Change Practitioner
PostGrad EC Competition Law
Mediation. Practitioner (Queen Margaret University)

WHAT CLIENTS SAY

CASE STUDY LEAN EFFICIENCIES FOR THE PARISH OF ST HELIER CARE HOMES

ISSUES: The Parish of St Helier Care Homes are run independently with differing procurement approaches and choices meaning some of the Residential Homes within St Helier where better at some things and others excelled in other areas. Their independence undermined “group learning” and potential procurement savings which could be achieved by working together. I offered to run a “Work-Out” to improve procurement approaches and choices. A “Work-Out” tackles a specific problem or opportunity with the aim of realising £25k of improvement (either through savings or additional income). The agreement was that if Tim was unable to identify £25k of saving no fee would be charged.

ACTION: Working with the Care Homes managers through initially separate and later joined-up meetings a number of procedural and bureaucracy barriers were identified that prevented them from getting best value for their Care Homes. A report and recommendations was drafted and the Care Homes managers, supported by me, were invited to present back to the Finance Director their suggestions for improvement

OUTCOME: The outcome was agreement to the improvements and invigorated ownership and enterprise by the Care Homes managers and trust from the Finance Director that everyone was working together, and that the Care Homes managers be allowed greater scope and freedom in procurement subject to agreed checks and controls.

CASE STUDY LEAN-PROCESS IMPROVEMENTS IN A BANK

ISSUES: RBSI has its own version of LEAN, based on General Electric “Work-Out” I was Manager of Operation Change and Sales Support for NatWest + RBSI and is a “Work-Out” Advocate (equivalent to a LEAN Green-Belt) responsible for hosting/managing process improvement workshops. Each “Work-Out” tackles a specific problem or opportunity with the aim of realising £25k of improvement (either through savings or additional income). I ran a number of workshops, winning ovations within the RBSI Group, the most notable being improving RBSI payments processes in the IOM payment centre.

ACTION: Working key people in the IOM payment centre we set-up some simple automation which greatly speeded up IOM payment centre processing. I was acknowledged in RBSI Achievement Awards.

OTHER FEEDBACK FROM CLIENTS

“Tim’s passion and commitment has helped drive through a number of process improvements. He regularly seeks to challenge the norm, is innovative in his thinking and actively seeks to help others identify solutions to issues and problems across all business functions. Tim is a pleasure to work with and someone I trust to deliver.”