Companies that have achieved significant sustained growth or have expanded as a result of mergers or acquisitions frequently operate far below there potential - - the degree they use the power of their key processes and the skills of their people.

A commonly held myth is that reengineering or continuous improvement only solves the problems of bureaucracy and complexity that exist in major organizations. However, poorly designed and managed ways of doing business in every organization cannot be overcome by personal drive or talent and individual heroics of managers. Small and mid-sized companies reengineer or modify processes for the same reasons as Fortune 500 companies: to eliminate fragmented and internally focused activities, reduce ballooning overhead, and eliminate unnecessary costs and thereby compete more effectively in an ever more difficult world economy.

Traditionally it was thought that competitive success was derived from marketing expertise, financial resources and technology. But today management is discovering that the greatest untapped potential comes from the ability to maximize peoples' contributions in translating customer requirements into the highest level of performance. Sustained competitive advantage comes from the design of an organization's processes -- methods that incorporate "best practices" and a work force that is competent, committed, motivated, highly involved --in support of the company's direction.

Processes are emerging as the dominant organizational "driver" for successful business performance in the 21st century. Virtually all contemporary business initiatives from lean manufacturing to quality improvement, from electronic commerce to customer relationship management are at their heart process issues. Indeed processes are becoming the centerpiece of many business strategies. Companies that are competent in the methods of process management are discovering how to leverage their capabilities to create value for customers, reduce costs, increase speed and flexibility and achieve profitable growth.

We can help you streamline your processes and operations to enable you to achieve your growth and profit objectives. For more than two decades we have been at the leading edge of business performance improvement due to our dedication to excellence and the belief that human performance is the only sustainable source of competitive advantage.

Our clients perspective

"We have implemented a total corporate reengineering program. Prior to embarking on the journey we interviewed many consultants to lead us in this effort. After careful consideration we engaged SE to work with us. I am very pleased with their capabilities. Their experience and leadership were invaluable throughout this undertaking. We eliminated substantial amounts of redundancy and waste from the internal workings of the company. This in turn allowed us to provide better customer service at a lower cost."

Larry N. Plunkett
President and Chief Executive Officer

"The SE consultant was outstanding in applying creative techniques designed to foster "out of the box" thinking by our managers in solving specific business problems. In Leading us through a series of workshops followed by one-on-one consulting they kept us focused on what were the objectives of the project avoiding the temptation to drift into unrelated areas. Most importantly our people learned techniques for better managing our growing business that have made us a better company."

Dennis Roberts
General Manager

"Working closely with our SE consultant we developed the game plan, systems and the training to implement quality practices and continuous improvement. Their consultants provided the coaching that our plant mangers needed to take ownership for the team process. The result: a major improvement in customer satisfaction, cycle time and cost of activities that helped reposition our company in the marketplace."

Gary H. Gottschalk
President

"SE's working with our managers and employees, providing us with the necessary, guidance and challenging us to rethink what we believed we already knew gave us the energy we needed to improve our work processes. The result was a significant reduction in scrap, improved cycle times and on time deliveries. What made the difference was their ability to communicate new concepts on a level that our people on the shop floor and in the engineering office could understand and relate to."

Richard Wile
Vice President Manufacturing

" When we engaged SE to consult with us on improving our work processes we could not have possibly anticipated the level of accomplishment that was actually achieved by quality improvement teams. I think it was attributable to the SE methodology. It doesn't simply tinker with the "as is" but starts your improvement teams thinking about what would be "ideal" and works to generate the actions to make it happen."

Greg Collins
Vice President

Top of page