Organizational Analysis

To achieve the objectives of process excellence, it is crucial to gain a deeper understanding of the organization's current position. This involves dividing the organization into specific areas, defining desired values, and conducting an honest assessment of the current state. The key questions to address are: Where do we want to be, and where are we currently?

In the context of the construction industry, the desire for change and improvement prompted a thorough examination of the company's current development and areas in need of strengthening. Through collaboration with the management board, eight process areas were identified and subjected to initial analysis. These areas include:

Sales and customer service planning.

The process of planning, implementing and controlling the investment.

The process of cooperation with suppliers.

Improvement and quality processes.

Training processes and increasing the efficiency of the team.

Investment acquisition process.

Processes of cooperation with Contract Managers and implementation of investments.

Subcontractor service and settlement processes.

For each area, a desired state was defined, establishing specific goals in the pursuit of excellence. The Management Board outlined their vision for how the organization should operate in these areas.

Based on these assessments, an analysis of the organization's current state was conducted, leading to the development of a future plan. For areas where the organization fell short, an optimization action plan was devised. This plan clearly outlined the necessary actions, designated responsible individuals, specified timelines for execution, and identified supporting tools for the process.

By following this systematic approach, the organization can drive meaningful change, aligning its processes with the pursuit of excellence.

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