Bad, missing or unknown processes are costly to your business and defeat your employees' productivity.

The symptoms of process failure are costly and painful.

 

INCOMPLETE OR MISSING

Key components of your process are missing or incomplete.  Your employees come up empty-handed and frustrated when trying to execute against projects and do their jobs.

POOR DESIGN

Your process was created on-the-fly, without any careful planning or consideration of critical issues.  Your organization's performance is steadily declining as a result of inadequate plans.

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BAD OUTCOMES

Without solid, sustainable and standard processes in continuous improvement you hit one disaster after another, affecting employee morale, revenue, operational efficiency and effectiveness.

When people are not trained on process, things go wrong.

 

When employees struggle to do their jobs without a clearly defined process, they are left to guess, improvise and flail.  Frustrated employees often underperform, turnover and inadvertently drag down their peers, leading to organizational paralysis.  Bad or missing processes often disguise a company's true failures and instead unfairly place blame on employees who do their best to adjust.   

 

 

"A bad system will beat good people every time."

W. Edwards Deming

"A product or service is only as good as the process that created it."

Steve Jobs

Operations without processes don't flow.

 

Output, morale, efficiency and cost control can all suffer when companies don't clearly define processes in the context of their operations.  Simply applying resources and setting goals is not enough.  Defining work based on roles and quotas is a careless approach to management that brings down an organization's capabilities and hinders performance.

 

 
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"If you can't describe what you are doing as a process, you don't know what you are doing."

W. Edwards Deming

Father of the Toyota Production System

Positive Variance employs world class practices to build the right solutions.

 

We provide strategic, cross functional process master root cause problem solving and change facilitation that aligns results-driven processes with the right technology tools and methodologies.  We deliver value in terms of our client's perspective of process speed, accuracy, communications and quality required to ensure success of products and services.

 

 
 DEFINE CHANGE

DEFINE CHANGE

 QUALITY REQUIREMENTS

QUALITY REQUIREMENTS

 ANALYSIS

ANALYSIS

 PROCESS DEVELOPMENT

PROCESS DEVELOPMENT

 IMPLEMENTATION

IMPLEMENTATION

 SUSTAINABILITY

SUSTAINABILITY

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Mark Hasson

LEAN Six Sigma Black Belt Senior Consultant, Project and Process Manager & Master Change Facilitator

Mark has lead cross-functional business process re-engineering improvements/tool alignments and integration project initiatives in finance, management consulting, marketing and service operations.  He successfully planned, defined, built and implemented end-to–end marketing project management and product management lifecycle processes and integrated, enabling tools that measured & tracked specific sales revenues attributed to specific marketing actions, customer satisfaction, team productivity and product defect rates by initiative to ensure performance was consistent with goals and mission.

 MBA

MBA

 LEAN

LEAN

 SIX SIGMA 

SIX SIGMA 

 CPDE

CPDE

 ADJUNCT PROFESSOR

ADJUNCT PROFESSOR

Positive Variance 

Portland, Oregon  |  United States

 

Engage with PV

Tell us about your organization and the challenges you face that relate to process improvement.  We will analyze your requirements and outline a plan for collaboration.  Be sure to include an executive summary of your strategic imperatives for the coming year.

 
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