Welcome to TNB BPM Consulting, LLC
organizatonal Improvement
5 Simple Steps to Organizational Improvement
The "Five Simple Steps to Organizational Improvement," guides organizations to establish collaborative expectations, compare performance frequently against those goals, capture the specific reasons for any variances, publish results transparently to build shared ownership, and correct systemic issues through decisive action. By applying these basic principles any organization can achieve significant gains, such as one client who reduced monthly labor costs by over $10,000 and increased productive work by 10 hours per person each week, all without the need for expensive software or major process overhauls.
A Parable of Organizational Improvement
“Everything is a Process,” and managing process es and systems rather than individuals creates an atmosphere of trust and positive change. We help leaders move beyond the trap of simply "working harder"—which leads to diminishing returns—and instead provides the tools and knowledge to build a metaphorical "ladder" for sustainable growth. By identifying "blind spots" and eliminating wasteful efforts, we empower organizations to turn previously out-of-reach goals into "low-hanging fruit" and foster a lasting culture of continuous improvement.
Management Operating System
The MOS Explained
The Management Operating System (MOS) video series, presented by Dr. Ted Bibbes, outlines a universal approach to organizational management comprised of six core steps: forecasting, planning, assigning, following up, evaluating, and reporting. This system is designed to provide managers with timely information through the application of three key performance measures—attainment, productivity, and performance—which are grounded in standard data established through direct observation. By utilizing practical tools such as the Daily Schedule Control (DSC) and Weekly Operating Reports (W), the MOS enables leaders to capture work output, track issues like lost time, and facilitate communication through pre-shift huddles and daily production meetings. Ultimately, the system closes a continuous improvement loop by feeding historical data back into the forecasting and planning phases, allowing for a proactive management style that adapts to business growth.
Chapter 1: The Management Operating System
The Management Operating System (MOS) is the active representation of an organizations philosophy, elements, and tools used to achieve its results. Every organization has one. Some are more formal and defined than others but it is present in ALL organizations. The goal of this video it to introduce the tools and concepts of a system.
Chapter 2: Key Measures
In this video, 3 key process measures are introduced and explained. The measurements of Attainment- a measure of how well customer demand is met, Productivity- a measure of how much time is spent to meet customer demand, and Performance- a measure how well employee are using their time, allow management to better understand the organizations operations.
Chapter 3: Standard Data
In the 3rd video of the MOS series, we learn about Standard Data; a work-to-time relationship established fro each activity. Expressed in units per hour, it represents the REASONABLE EXPECTATION of performing the work and completing processes at 100% effort. It is based on the actions of a trained, competent worker, who has the materials, tools, and equipment required; and is working at an acceptable rate to produce a quality product.
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Chapter 4: The Daily Schedule Control
The Daily Schedule Control is the heart of the management operating system. It is a tool for the supervisor to make assignments, track results, and determine overall performance in the department.
Chapter 5: Meetings and Reports
In the Evaluating and Reporting steps of the MOS, meetings and reports are where the rubber meets the road. This includes stand-up huddles where the previous days actions are reviewed, and daily production meetings where performance is reviewed and issues discussed.
Chapter 6: Closing the Continuous Improvement Loop
The data developed and collected through the daily, weekly, and monthly management process is used to help plan not only on a daily or weekly basis, but annually. When combined with annual volume forecasts, the continuous improvement loop is completed and management has clearer insight into the operational needs going forward