Assessment and Improvement Strategy

People and Processes integrates the assessment, gap analysis and the plan of improvement into a single process of three distinct phases. The goal is to evaluate the current state of your organization, determine the gaps between the current state and the established Best Practices, and facilitate the development of a plan of improvement as your strategy going forward to address the gaps.

Assessment
The assessment is ideally the initial phase of any implementation or change activity. Where is your organization in relation to other organizations with respect to your practices? People and Processes benchmarking assessment covers over 30 separate areas of interest. Many of the areas covered are depicted on the graphic at the Services page. Depending on the size of your organization, it may require from one to six man weeks to properly evaluate the current state. The goal is not to interview everyone but get a representative sampling of the culture, activities, and processes in the organization.

Gap Analysis
The gap analysis is developed from the benchmarking activity above. The gaps are identified by comparing the current state of your organization with the established Best Practices for Maintenance and Reliability across the over 30 areas of interest. The output of the assessment and the gap analysis comes in the form of a written report to the organization's leadership team, usually within 15 days of the completion of the assessment phase.

Plan of Improvement
Once you have received the written report and accepted the findings, People and Processes returns to your site to facilitate the development of the plan of improvement. This plan becomes the roadmap or strategy to address the gaps identified from the Assessment and Gap Analysis. Remember, our business model is primarily one of education, followed by coaching and mentoring during the execution phase. Our goal is to help your people become self-sufficient by transferring the knowledge to them.

If you are new in the Operations or Maintenance role, the Plan of Improvement becomes a great tool. You don't have to spend energy trying to develop the strategy or figuring out how to become less reactive. It has been developed in the plan and your goal becomes the execution of that strategy. Progress and tasks as they become evident are updated on the plan. The Plan of Improvement is also a communication tool and a living document to show people where the organization is headed and its progress in getting there.

Not every organization has the resources to fully execute the roadmap. For those organizations that lack the necessary resources to effectively implement a computerized maintenance management system or develop a preventive maintenance program as examples; we can supply resources to meet those needs on request.