Armin Cruz : Armin Cruz shares the Most Important step in Solving Business Problems

Most Important step in Solving Business Problems

Armin Cruz is a Six Sigma Master Black Belt that specializes in LEAN methodologies in the financial transactional industry. Armin Cruz received his MBB while serving as a Vice President at Bank of America’s Process Excellence division. Armin currently serves as Director and Head of Continuous Improvement for a public firm in the financial real estate and property management industry. Armin Cruz earned his MBA from the University of Phoenix, and his BA from the University of Texas at Dallas. Armin Cruz lives in north Texas with his wife, three dogs and is anxiously awaiting his first baby boy in December.

The prudent executive has now completed or read the first three installments of this series. At this point, the business line leader should have a concise and precise definition of the following:

1) The environment including internal and external factors

2) The Business Case and Objective

3) The Avenues of Approach (at least two)

If you have not reviewed these steps previously please consider reading the first three steps prior to completing this article. You can find them on SlideShare if you search “4 Steps to Solving Business Problems.” You can also find additional details if you follow me on twitter (contact information below).

However, if you have read the three previous articles then you know that this is what the action has lead up to. To date you have planned, defined, measured, and executed. Now, you have to circle back and determine / define the after action report.

An ‘After Action Report’ is a review and report that details the action that was taken. The summary review should consider the adherence to change methodology as well as the ability to overcome objections as they arise. Throughout the change adoption process you will come across details and monuments against change. You should measure against a few key metrics of adoption

1) Adherence to the strategic plan

2)   Adherence to the change management plan
3)   Proportion to minimum specification limit for the key metrics
4)   Adherence to the timeline

5) Reaction plan to proposed risks throughout the process

6) If you achieved a sustainable results as evidenced by a control plan (i.e. X Bar Chart)

During this period the change management execution team should review the results to determine if the process is ready to become business as usual (BAU). If the initiative has passed all line of business requirements plus the requirements listed above, then congratulations. You are now ready to hand it off. However, your work is not done! The next step is the critical piece that is missing in so many companies. Several large, even Fortune 50 companies do a very poor job of reconciling the knowledge into a searchable FAQ or database to draw upon in the future. Instead, the knowledge becomes static and dies with the process. You will save yourself, your peers, and your firm time, money, and frustration if you log this properly. If you do not have a dynamic way to log it start with a static field such as ARIS. Continue to update as time and budgets allow in either a static or dynamic environment. Whatever you do, ensure that you have a way to draw upon the data and knowledge on demand.

For more information about this topic, please review and follow me on twitter or search About.Me. Also, please search Slide Share for a presentation titled “How to Solve Business Problems, part 2. How to Scan / Define the Environment” You may also reach out to me on my personal website and request more detailed information.

Point of Contact:

Name: Armin Cruz

Phone: (972) 333 – 9502