Process Solutions for New/Existing Plant

Automation and Mechanisation Solutions
Our industry specialists are highly experienced in Mechanisation of production process in place of manual activities that ultimately leads to improved productivity and efficiency. After studying your specific requirements we will assist in planning, designing and implementing customised mechanisation solutions.

Quality Process Consulting
JSAVP’s Quality Process Consulting offers process improvement services that span the entire continuum ranging from Process definition, implementation & training to Process assessments for Model and non-model based improvement initiatives.

JSAVP’s Quality Consulting strength lies in the skills and rich experience of our consultants, who have considerable experience in Project management, Software Engineering, Models like ISO & CMMI.

We provide consulting services including assessment and implementation services for management system standards viz. ISO 9001:2000, ISO 14001:2004, ISO 18001:1999 (OHSAS), ISO 27001:2005, SA 8000, WRAP and TQM

• Current State / Gap Analysis: Analyze the gaps vis-à-vis desired model/standard or with the selected inputs and discover the improvement opportunities for the organization and recommend changes.

• Process Improvement Planning: Analyze the health of the process improvement by studying the various inputs and identify the desired state of the process with reference to models/standards. Prioritize the objectives and detail out plans which comprises of estimating the effort, identifying resources, budgets and drawing up timelines.

• Process Definition: Set up the process definitions that covers methodologies, key operating procedures, templates, forms, guidelines and checklists that address the needs of various profiles of projects and services.

• Training: Training is a critical element of deployment phase of any process improvement initiative and JSAVP’s consultants have been trained as trainers to impart professional process training.

• Implementation Support: Endeavor to partner with Clients in their internal process improvement initiatives. JSAVP’s Consultants as part of the Core team can significantly contribute by simplifying implementation and reducing pain points.

• Audits & Assessments: JSAVP’s consultants have multiple years of experience in conducting Audits and Assessments. They are certified to conduct audits and their credentials include Certified Lead Auditors, Certified Lead Assessors, and Auditors Registered with IRCA.

• Change Management: JSAVP’s consultants help client organizations manage change, by deploying appropriate proactive measures. This includes steps like obtaining senior management commitment, communication campaign, success stories, FAQs and Web-pages etc.

Software Solutions
Our software consultants come with a rich background knowledge of various Softwares and their applications. Driven by client requirements, we will help in implementing appropriate software for increased productivity and better results. In addition we will assist in building and maintaining websites and web related activities like broadband Internet usage.

Change Management

JSAVP will recommend its proprietary 3-2-OneTM Change Management methodology. This methodology focuses on instilling organization change for programs through a comprehensive approach focusing on organization, communication and transition. There would be detailed planning across these focus areas so that the core benefits of the CMM program can be harnessed effectively and the change instilled through out the organization.

The critical first step in the 3-2-OneTM Change Management methodology is the change identification process. The change management team will determine the key aspects of change with discussions with the CMMi process consulting and the Client executive management team. Change areas are identified across the following perspectives:

• Organization structural impact (Demand Management, Delivery management, Technology Management and IT business management)

• Impact on key organizational roles

• Process and Operational impact across enterprise and brand level

• Impact on key business partners (across brands, corporate groups like HR, Finance, real estate)

• Impact on key external partners (Vendors, Contractors, Hosting Service providers etc.)

Once the change across these following parameters are identified and documented, the Change Management team will then determine the degree and nature of the change. Based on the level of impact, detailed analysis and planning the Change Management methodology is conducted across the organization structure.

Organizational Structure Analysis

At a broad level, the organization structure analysis would address any core organizational structural issues that will impact due to Client’s application portfolio strategy. The following are the key aspects that will be considered in the organization structure analysis

• Identify key organizational areas impacted covering business processes, communications, development and service areas

• Identify key individuals impacted

• Conduct a skills-resource gap analysis

• Identify bottlenecks in organization that will impact Client’s application portfolio strategy

• Determine new organizational structural elements that will accelerate Client’s strategy

• Identify training programs/hiring programs to bridge the skill-resource gaps

Communication Plan

At a broad level, the following are the key aspects of the communication plan

• Program communication to key executive / IT management focus groups

• Program communication by executives to departmental and brand teams

• In case this is determined to be as major operational change, Town hall meetings to address issues/concerns (if any)

• Weekly/monthly program progress communication through newsletter, presentations and/or town-hall meetings

• One on one communication of role change to impacted personnel

• Organize training sessions

Transition Planning

The key aspect of the transition planning is to identify the future state of operations at an early stage and determine the transition model that can be used to attain the future state. The salient aspects of transition planning are:

• Identify the future operational state based on CMMi program objectives

• Determine the gap between future operational state and current state in terms of people, processes and procedures

• Understand the new organization structural elements and the people mapped to these elements

• Define new process manuals and detail procedural documents and distribute to key ‘change agents’ who will be the early adaptors of the program

• Identify training requirements for the people and conduct pilot training sessions to change agents. This would enable refining of the training material and the content of training program