Last week, we established how important process maps are in developing policies and procedures.  In the course of this series, we will present seven types of process maps. This week we will discuss three types: High-Level, Low-Level, and Cross Functional or “Swim Lanes” Maps.

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The question “What should be in your accounting manual?” should first be answered by another question: “Why do you need an accounting manual?” Whether you are looking to purchase a pre-written accounting manual or create your own accounting manual from scratch, these are two important questions to answer.

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Question of the month: How is the design flow in an organization different from the manufacturing flow?

This month, the focus of our articles was on core process flows, innovation and problem solving. A typical company has three core process flows – cash cycle, manufacturing (or fulfillment cycle) and design cycle. Your cash cycle reflects how

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Last week we discussed how cash flow and manufacturing flow work. This week we are going to look at how design flow differs.

In manufacturing and cash flows our goal is to work towards zero defects and doing it right the first time. Both are laudable goals for

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Last Month we discussed the competitive advantages of building a value chain. This month we are going to look at the differences between the design flow and the manufacturing flow.

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(Part 2 of aThree-Part Series)

This month, we’re examining different process improvement programs on the market. Last week, we discussed Six Sigma and its application in high technology, high transaction, or expensive error environments. But if you are in a mature industry,

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Part 4 of a four-part series

Last week, we discussed process improvement half-life, or how long it should take to achieve our target objectives. We also introduced what other resources we need to build our action plan. What’s left? In order to achieve your objectives for

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Part Two of a Four-Part Series

Last week, we raised the question: How do you know where to begin? How can you identify a gap in one of your company’s core processes?

The answer:

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Final in Cash to Cash Cycle Series

In the past four weeks, we’ve brought to light four key areas in which you can save $250,000 each — for a total of $1,000,000. Point by point, we’ve shown you just how cash flows through these areas, making up the Cash to Cash Cycle.

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The “finish line” — the $1,000,000 “prize”, cash savings for your business – is within sight.  In our articles on Inventory and Accounts Receivable, we found $250,000 worth of savings in each functional area.  We found another $250K could be saved in Sales and Marketing.  Accounts Payable is

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