Process Improvement on Demand
facilitates every company an easy approach as an efficient and effective progress of sustainable process optimization. Continuous process improvement is a requirement in our globalized world with constantly increasing demand on consistency and quality from our customers. It is critical to follow a pragmatic as efficient path to deliver results. As the Blue Iguana in nature – which over millions of years is considered as perfectly adapted to the changing ecosystem he lives in – companies need to fit into the ecosystem of their markets and business cycles.
Customer satisfaction, gained out of an uninterrupted observation of the market demand, is the only guarantor for sustainable growth (Voice of the Customer, VOC).
Continuous efficiency improvements of your production and service processes ensure the competitiveness of your company (Voice of the Business, VOB). Both enable organic growth.
We know that and act intuitively correct. However, a significant competitive advantage can only be achieved and maintained by assessing the Critical Customer Requirements (CCR) with a set of Key Performance Indicators (KPIs) managing and tracking the progress of our process optimization.
All enterprises and business areas related to their process improvement and operational excellence activities may be part of the following two big groups:
Activities of companies who choose the support of consulting firms, process improvement programs (e.g. Lean Six Sigma), Continuous Improvement (CIP, KVP), etc. to maximize their productivity, consistency and quality, achieving step by step Operational Excellence (OE).
Activities of companies, in general mid size companies, handicraft business or freelance professionals: they use their observations and experience to manage process improvement. In combination with properly selected process improvement frameworks and projects, they achieve a rise of productivity by simultaneously increasing quality in a consistent fashion (e.g. Lean Six Sigma “toolbox”, PDSA and/or solid CIP implementations).
Smart Process Improvement supports the improvement activities in both groups. Due to an innovative and pragmatic approach, it enables vendors, manufacturers, retailer and service providers to optimize the efficiency, effectiveness and quality of their business processes. Four opportunities are available:
1.Email communication: the costless and efficient interexchange of experiences and information as add-ins of the publications.
2.Publish your own article in the www: the free of charge publication of your articles in one or more languages (currently English, German, Portuguese and Spanish) after editorial review (The editorial team reserves the right to decline a publication, if the content is inappropriate). To increase spread opportunities of your article in the web we offer to translate the same in all above mentioned languages.
3.Own eBooks and Book recommendations: discussions, recommendations, bullets of selected literature.
4.Auxiliaries: to facilitate the process improvement activities, projects and initiatives there will be a set of brochures, leaflets, booklets, charts, pictures, presentations, etc. available.
Smart Process Improvement is designed for the process improvement work, facilitating and supporting your efforts in focusing on operational excellence, achieving highest quality, efficiency and effectiveness.
René Lauterbach, born 1963 in São Paulo, Brazil is a Master of Chemistry, Lean Six Sigma Master Black Belt and PMO Manager. He has more than 20 years of professional experience, working in project management, process improvement, business and process design, business transformation (BT), business process outsourcing (BPO) and sales & marketing. He operates globally in most of the cultures and process levels, having the major expertise in the verticals FMCG, food, packaging, pharmaceutical and chemistry (commodities and fine chemicals). He worked 1.5 years for the consultancy company Genpact as an assistant vice president on international onsite projects (global companies) and 5 years at Sigma Aldrich as a Director of Process Improvement leading the regions EMEA and APLA. Previously he worked for HB Fuller in the regions Europe, Latin America and partially USA as a sales manager (KAM, GAM and Application Development Manager). In the nineties he worked as a project assistant, translator and interpreter for the World Bank and Gesellschaft für Technische Zusammenarbeit (GTZ): René speaks four western languages.