Response Time (Time to Market)
In the age of competitiveness, it's not the strongest who defeats the weakest, but the fastest to respond to drastic and rapid changes in customer demand and expectations.
To be fast, the organization needs to be lean and flexible, self-managed in all areas, especially at the core of the business.
When problems begin to be solved where they occur, response times are rapidly reduced, costs drop, and improvements in equipment, processes, and products increase.
The company learns; it does more than what is necessary to survive. It ensures that it acquires the knowledge it possesses and that of its surroundings. In this way, it moves toward creating its own future.
What does not add value is loss
The company always seeks greater productivity (higher quality products and services at a lower cost), while the employee seeks to improve working conditions, while ensuring his or her own “employability.”
However, losses exist in every organizational process. In productive areas, they are easier to identify, while in administrative processes, losses are less noticeable and often greater.
The Business Management System proposed by Action Group allows for the observation of gaps between ideal conditions and the actual situation in all of the organization's assets and/or processes. This allows for the measurement of deterioration and the establishment of recovery goals, ensuring greater process capacity with minimal investment.
By identifying the company's existing losses and transforming them into opportunities for improvement, drastic cost reductions will be promoted, enabling greater competitiveness.
Organizational Culture
We often hear about the need for Cultural Change in companies, but few companies actually manage to implement it.
Through an eminently practical management methodology based on the development of people's skills, the desired cultural change can be quickly achieved.
Focusing on everyday work tools (equipment or information), the methodology teaches how to extract specific knowledge from that action and transform it into teaching material, thus mobilizing people toward a culture of continuous learning.
The multiplier effect of knowledge, through horizontal transmission by all members of the company, enhances the effects of practical and systematic re-education, generating an incomparable energy that transforms the organization into a typical learning company. Learning Organization or Self-Management Organization.
