Transformation for Excellence - Improva Consulting

1. Transformation for Excellence

2. An EXCELLENT organisation conducts its processes in an organised and independent way, it
addresses its problems following strategic plans of swift implementation and generates, ultimately,
inflows of information and efficient decisions that allow to advance in short, middle and long-term
objectives.

3. Why do excellence projects usually fail?
 They are implemented like a trend without a previous
analysis of the company’s real ability to cope with
change:
 Work areas and areas with heterogeneous
maturity.
 Non prepared management styles.
 Immature middle-management.
 Continuous improvement is confused with basic
management goals.

4. Why do excellence projects usually fail?
 Its considered only as continuous improvement when
maybe it should first take a big leap. What is the
available potential for improvement?
 Overly technical approach. People are not cared for,
but treated as a set of tools
 It is focused as a project to prove "We have already
implemented lean". It is actually only a step in the
maturation process.
 We forget key processes: innovation, purchasing /
supplier development, demand planning, etc.

5. So what to we propose at improva?
 A transformation model addressed from a totally
“corporate” approach.
 Targeted at short-term results, but with a future
process vision: maximize ROI (> 300%).
 In which all the technical aspects are worked
simultaneously, but also the human aspects of the
organisation.
 Adapted to the characteristics and singularities of each
organisation. There is no single, universal method.

6. So what to we propose at improva?
 Applying especially selected tools to meet the needs of
the organization’s transformation process. Not all tools
are suitable for all cases.
 At all times collectively supported to dramatically
speed up the transformation process. Reducing
processing time, ensuring results at all times.
 By predefined phases, to guarantee that each stage
has the required strength to continue to build over it.

7. It is not an isolated project, it is a process of
continuous transformation

8. BASE JUMPING
PHASE AND
HOMOGENIZING
AREAS
1.
The organisation’s transformation and leadership style
MORE CONTROL MORE PARTICIPATION MORE AUTONOMY
OPERATIONAL
EXCELLENCE2. ADAPTATIVE
EXCELLENCE3.

9. 1. BASE JUMPING PHASE AND HOMOGENIZING AREAS
ORGANISATION
We reduce barriers between areas.
We define responsibilities.
We supervise the assumption of competencies.
TRAINING
We train management teams:
 Management systems.
 Leadership.
 Change processes.
OPERATIONAL PROCESSES
We standarise processes:
 Internal logistics.
 Maintenance.
 Production.
MANAGEMENT SYSTEMS
We implement a management model on an
operational level:
 Goals.
 Planning and programming.
 Promote the supervisory role.
 Meetings and operational indicators.
For this matter, we address changes in the four basic levers of a company

10. 1. BASE JUMPING PHASE AND HOMOGENIZING AREAS
Through this great short term leap improvement we
will increase the efficiency of our processes and
predispose our organisation to be receptive to
major changes.

11. 2. OPERATIONAL EXCELLENCE
 System tested in more than 300
continuous benchmark plants
worldwide .
 It allows assessment of the levers
that generate results in a set of 8
dimensions.
 It allows you to diagnose and
establish personalised action plans.
Implementation of the University of St. Gallen’s OPEXmodel.

12. 2. OPERATIONAL EXCELLENCE
The system allows assessment of the levers that turn action into results.

13. 2. OPERATIONAL EXCELLENCE
After the results, the operational model is assessed through comprehensive questionnaires .

14. 2. OPERATIONAL EXCELLENCE
Qualitative and quantitative measurements and assessments are obtained that facilitate
decision-making and action plans.

15. 2. OPERATIONAL EXCELLENCE
Through us the organisation takes shape and the
changes are strengthened in all the structure’s
strata.
In order to undertake reforms where needed most,
we establish measurement and control systems
that allow us to know the strengths and
weaknesses of our organisation chart. The OPEX
model of the University of St. Gallen allows us to
establish a continuous benchmark on "multisite"
organizations.
We involve all the members of the organisation and
align their personal goals with those of the
collective.

16. 3. ADAPTIVE EXCELLENCE
HORIZONTAL ORGANISATIONS
 Restructure the organisation to place the work in the centre of the
organisation chart.
 Training of consolidated autonomous teams.
 Turn intermediate managers into facilitators of work.
 Implementation of an inspirational leadership system.
 Define and coordinate responsibilities and functions.
Maximise agility in information management and in the management of the organisation.

17. 3. ADAPTIVE EXCELLENCE
COLLABORATING ORGANISATIONS
 Implement a collaborative management platform focused on
improving organisational efficiency.
 Definition of actions and tasks based on priorities and objectives.
 Correct management of information and shared documents.
 Use of new communication channels that maximise cohesion
between teams and reduce management time.
 Establish a meeting control to ensure your results.
Maximise agility in information management and in the management of the organisation.

18. 3. ADAPTIVE EXCELLENCE
Maximise agility in information management and in the management of the organisation.
BÚSQUEDA
Identificar Seleccionar Definir Observar Idear Transformar
DESCUBRIMIENTO
FRONT END OF INNOVATION INNOVATIVE ORGANISATIONS
 Integration in the organization of innovation principles
to be able to undertake changes with fluency.
 Based on the company’s values, the development of
collaboration and orientation.
 Creation of an innovation office that channels the
change towards achieving corporate objectives.
 Training in skills and techniques of creative
development and innovative thinking.

19. 3. ADAPTIVE EXCELLENCE
The organisation becomes a living organism that
operates efficiently and cohesively.
It achieves a great ability to adapt and respond to
changes in the environment. Moreover, we work in
anticipation of new challenges and create new
business models in the sector.
Internal processes and information management
are given in an agile way, without bottlenecks or
administrative barriers.
An extreme union between organisation and
individuals is reached, its operation not being
understood in an uncoordinated way.

20. Why Improva?
 Improva is a company with headquarters in Barcelona and in the
process of internationalisation.
 With projects in Spain, France, Switzerland, Bulgaria, the United States,
Colombia, Morocco, Nigeria, etc.
 With 50 consultants and more than 200 associates with great expertise.
 With a long history of success since 2007.
 With a wide and differentiated service offer.
 And with a innovative and tangible value proposition.

21. The IKN network was created to
incorporate into our projects the
perspectives, knowledge and
experiences of the our country’s
most prestigious senior managers.
Great minds dedicated to the
organisational direction of
companies of any sector.
EXPERIENCE
CONFIDENCE
ikn
To keep us informed on the new
insights concerning the
management that leading research
centres develop and apply, we have
created IESE-INEO.
With this project we are part of the
new methodologies and techniques.
INNOVATION
LEADING KNOWLEDGE
BRILLIANT INSIGHTS

22. We continue to develop new projects on our own or in collaboration to be always
at the forefront of knowledge and technology as far as organisations are
concerned.

23. Some of our clients

24. Barcelona. Vallespir 19, 4ª Planta.
08173 Sant Cugat del Vallès
Madrid · Bilbao · Valencia
900 104 416
improva@improva-consulting.com