control-ES Concept

What pain is control-ES addressing?

The CEO, COO, CFO need to deliver improved performance. This requires strategic or transformational change, which control-ES enables executives to deliver more effectively and transparently. While the results they require are measured or described in terms of financial or performance metrics, they are delivered by a change in execution of activities. Therefore projects are related to changing an organization’s behavior and operation at the intersection of people, process and performance. Integrated with control-ES, the following projects will maximize Return On Investment:

Lean Manufacturing and Value Stream Mapping: using a holistic top-down, end-to-end approach to process mapping, the entire organizational value-stream can be mapped without gaps. Future State processes are mapped via scenarios and activity-based costing is used to determine the best Future State processes.

Business Process Outsourcing (BPO) and Supply Chain Management: Process development and management are shared with suppliers to extend process management horizontally, creating a seamless flow and collaboration.

ISO 9000, Regulatory and Quality Compliance: This requires clear definition, understanding and control from a process perspective and the ability to prove compliance (FDA for pharmaceutical, FSA for financial services, ISO 9000 for most industries). Quality Objectives are set as performance measures, recorded and displayed in real-time in context with their process view. Owners are notified by email and/or wireless text messaging of any indicators that pass through pre-determined thresholds.

Implementing Software Applications (ERP/CRM): Every project initiates a (re)definition of the entire operation in process and measurement terms before the software application can be configured and implemented. (SAP, PeopleSoft, Siebel, etc.) control-ES Data Tables are used to gather software requirements in context with their process activities. Data Table reports give up-to-date requirements sorting and reporting. ERP and CRM implementation timetables, financial risks, integration complexities and training efforts are all reduced significantly.

Mergers & Acquisitions (M&A): Driving the synergy with M&A forces companies to develop common operational strategy, shared processes and performance measures.

Scorecards: to identify the correct metrics for Scorecards a clear and consistent understanding of operational processes is required. Alternatively existing Scorecard projects identify the need to get consistent processes.

Six Sigma Process Management: Six Sigma when addressed from a strategic operational perspective, driven top-down, can yield significantly greater value compared with a statistical analysis of low-level activities. control-ES delivers Process Management that is holistic, decentralized, collaborative, measurable and aligned with a process-view of the organization.

Sarbanes Oxley Financial Process Management: control-ES is used to create business continuity across an enterprise. Documenting Sarbanes Oxley financial and legal requirements becomes something more than a compliance report, rather a system that requires accountability throughout the enterprise.

CalTraining is a gold level control-ES alliance partner providing premier consulting and training services for corporate performance and process management. We offer decades of experience in ISO 9000, Six Sigma, Lean Manufacturing, ERP, CRM, Sarbanes Oxley, Balanced Scorecards, Activity-Based Costing, Environmental Health & Safety, ISO 14000, and a cadre of corporate training programs.