Guilford Group has over 20 years of experience in developing software solutions as well as enterprise level software, systems maintenance, and support. The latter includes continuously identifying and implementing process enhancements and technical upgrades to ensure applications are operationally more efficient.  We have competencies in process improvement, mobile technologies and custom web applications. Guilford Group is proud to serve the needs of several Fortune 500 companies, not-for-profit organizations and government (local, state) organizations.

1. Initiate

  • All of our process redesign projects are formally initiated to capture the business case or problem to be solved. 

2. Negotiate 

  • Outside SME: We leverage outside subject matter expert(s) when needed to ensure our team operates with the highest performance to deliver optimal quality.

  • Steering Team: We identify a Steering Team involving leadership from Guilford Group and the partnering organization to ensure continued alignment throughout  the project.

  • Senior Management Alignment: We align with senior management in a top-down approach to ensure that a consistent message is delivered throughout the organization as it is imperative that management drives change through the organization.

3. Select

  • Current processes are identified, categorized, and prioritized for reengineering using cost impact analysis. Processes with the highest impact and lowest cost are addressed first. Our team will partner with your organization to identify all key processes and associated transactions. We identify the functional subject matter experts (SMEs) and process owners, who will be our “go-to” personnel. We review a summarized version of the findings at each stage with the Steering Team to ensure alignment with senior leadership.

4. Plan

  • Meeting minutes will be provided to the project team including takeaways and action items. Every team member will be assigned action items.
  • We work with the organization's leaders to facilitate a successful project kickoff meeting. We meet individually with your organization’s leaders to prepare them and ensure a positive buy-in from the entire team.
  • We will review the project plan with the Steering Team to make any recommendations prior to the official kick-off meeting to launch the initiative.
  • Process owners are clearly identified and a cadence is set up to regularly review the latest status of all current and future state processes.
  • Once all processes have been selected we provide a comprehensive project plan which includes the project charter, communication plan, project team organizational chart, risk management plan, and issue management plan. The critical success factors for the overall redesign outcome will be illustrated. The completeness and priority of the process list will be confirmed.

5. Investigate

  • Document As-is Processes: Current processes are documented using a four-pronged approach
  1. Work Sessions - Whiteboard sessions are conducted with key process leaders and SMEs for each categorized process section. Our team excels at facilitating and ensuring participation from process owners and SMEs. See example whiteboard session below. We use existing whiteboards or flip boards to capture information and digitally store for easy translation to Microsoft Visio.
  2. Voice of the Customer (VOC) - After stakeholders and customers are identified, we conduct surveys to obtain anonymous feedback with current system limitations, performance issues, or compliance gaps that exist throughout the system. The data collected is organized into a matrix and analyzed against the current state process maps.
  3. One on Ones - We meet individually to interview each SME and review the current process, collect additional pain points, and capture future state desired outcomes. This ensures that current bottlenecks and inefficiencies are captured.
  4. Job Shadowing - Observational research is performed at multiple locations to validate that there are no outlying undocumented processes that are being followed. Job shadowing is a vital part of process redesign as the best recommendations for improving a process comes from those who operate the process.

6. Redesign

  1. Work Sessions - Whiteboard sessions are conducted with the same key process leaders and SMEs for each categorized process section. However, there could be sub processes that are shared between process sections. The focus of each work session is to:

    • Align similar processes between process sections and identify data sharing opportunities

    • Reduce or eliminating non value added activities (waste)

    • Capture any unresolved process gaps or “work-a-rounds”

    • Perform risk analysis and mitigation throughout this stage

    • Uncover new organizational roles and responsibilities

  2. Analyze current state processes - We identify areas to simplify, streamline, and redesign. A variety of Six Sigma and Lean tools are leveraged, such as: Benchmarking, Pareto Analysis, Kaizen, Kanban, Continuous Flow, (elimination of bottlenecks), Value Stream Mapping, Waste Elimination (in moving resources, inventory, motion, defects, down time, etc.), Mistake Proofing, Quality Issues/Costs, Etc.

  3. Documentation and Updated Process Maps - A report of findings and recommendations will be delivered along with annotated and updated future state process maps using Microsoft Visio.
  4. Impact Analysis - An impact analysis will be conducted to existing forms and reports used in supporting software associated with the impacted processes.
  5. Review - A thorough review of newly redesigned processes will be performed with process owners to foster buy-in before the final presentation to senior leadership.
  6. Presentation - An executive presentation will be developed for senior leadership to present findings of the high-level process changes and recommendations.
    1. All documentation will be reviewed with the Steering team before the final presentation is presented to senior leadership.

    2. Senior leadership is given the opportunity to provide feedback to the proposed redesigned processes and recommendations.

    3. Existing documentation is annotated and provided to senior leadership in both hard and soft copy.

7. Ensure

  • Project Close - Guilford Group will formally close the project by providing a close document including lessons learned throughout the project which can be applied to improve future initiatives.
  • Document Repository - Guilford Group is well versed in platforms to store, manage, and archive digital documents collected during business process redesign. We recommend and will use Microsoft SharePoint to house all updated processes and artifacts to ensure processes remain up-to-date.
  • Monitor and Evaluate - Our team will iterate through the steps illustrated in the INSPIRE framework to continuously improve the organization's processes and procedures. This knowledge will be transitioned to the process owners so that they will participate in the refinement and be able to maintain processes in the future. This will eliminate the risk of unintended functionality that results from introducing undocumented changes into the organization.

Case Studies

Company Project Link
CSX Quick Quote - Ebusiness Extranet Portal PDF
Mercer Transportation Legacy System Modernization PDF
Welborn Baptist Foundation NConcert Grant Management System PDF