Developing a culture of Continuous Improvement is a leadership journey first and foremost.
Maybe you know you could be delighting your customers in every interaction—not just some of them here and there. Perhaps you’re certain your key internal processes could be executing more efficiently—not just meeting a sub-optimal standard. And, despite your best intentions, the years go by with little to no change.
If this feels like a snapshot of your organization, you’re not alone.
Many organizations struggle to make the transition from the traditional management-directed, incremental improvement approach to a broader, “all-staff as problem-solvers” way of thinking. The good news is that this transition is possible. With a structured approach, implementation of new problem-solving methods, the right management tools and, most importantly, a relentless commitment from leadership, a continuous process improvement mindset can actually become hardwired into the DNA of an organization’s culture.
That’s where we come in.
Our team of Continuous Improvement experts have decades of experience in various methodologies including Lean and Six Sigma. We partner with leaders and their organizations to help them prepare for, begin and stick with their Continuous Improvement journeys—and reap remarkable rewards along the way.
Our Process Improvement practice includes the following areas of focus:
- Lean Leadership Development and Coaching
- Continuous Improvement Initiative Planning
- Process Improvement Facilitation
- Process Improvement Facilitator Development and Mentoring
- Organizational Assessments
“As a result of our work with Coraggio, Lean thinking is now a common sense approach to continuous efficiency improvement that has empowered my employees to identify inefficiencies in the work, take ownership and find solutions.”
— Tammy Neitzke, Director Corporate Planning and Performance Management
A Lean Journey Leads to Higher Efficiency While Maintaining Effectiveness
For decades, utilities operated in a competition-free environment under regulated monopolies. The landscape has changed—competitors have entered the marketplace. Coraggio was first hired to work with the PGE executive team to evaluate and refine its corporate strategy in response to this evolving marketplace. By 2010 several divisions were focusing on implementing various parts of the organization’s long-term direction.
Agency Consolidation on Track to Save $31m – $37m
As part of an initiative to put the state budget on a sustainable trajectory, Washington’s legislature approved Governor Gregiore’s proposal to consolidate five state agencies into a new Department of Enterprise Services (DES), as well as transition new responsibilities to the Office of Financial Management. The expected result: nearly $18 million saved during the next biennium.