Business Processes

RAMMPP
Reports, Approvals, Meetings, Measures, Policies, Practices

What is it ?

RAMMPP is an easy-to-use chart that helps teams to recognize the ‘low hanging fruit’ in the clutter and inefficiency that sneaks into our daily activities.

RAMMPP allows the team to seize easy-to-do opportunities to help increase efficiency.

RAMMPP focuses attention on:

  • Reports
  • Approvals
  • Meetings
  • Measures
  • Policies
  • Practices

When is it used?

RAMMPP is used:

  • To produce more time for people, teams and departments in organizations
  • When burdensome bureaucracy and administration occurs
  • To increase effectiveness and GET THINGS DONE

Advantages

RAMMPP is:

  • Easy-to-use yet very effective
  • Creates necessary time for other matters
  • Creates times for involved problem solving
  • Team gets a feeling of a ‘quick win’

Pitfalls

  • If ‘in department’ approach is adopted, ensure internal customers are in the loop
  • Staying in a ‘functional silo’. This technique helps reduce waste across business processes

Process

  • Before a meeting/occurrence ask people to think about what they are accountable/responsible for in relation to RAMMPP headings
  • Bring the team together and explain RAMMPP chart
  • Record the activities of the team, individual, department, company or external (Maximum of 5 for each individual to avoid overload)
  • Populate the matrix
  • Work down the matrix, on row at a time, and explore with the team what changes could be made to the way of doing things at the moment (Use the rating scale below)
  • Capture agreements and commitments as you work through the matrix
  • On completion, summarize the actions and set up a review date

RAMMPP MATRIX CHART

Areas Of Responsibility Could it be:
Self Team Department Company External
  • Eliminated
  • Partially eliminated
  • Delegated
  • Done less often
  • Done simpler
  • Done with fewer people
  • Done with technology
  • Other?
Reports
Approval
Meetings
Measures
Policies
Practices

RAMMPP WORKSHOPS

When you get Gerrit Cloete to facilitate this process, you get the added value and benefit of someone who has:

  • Experienced the core of project management, product development as well as production and strategic planning over a 13 year period in a corporate environment
  • Assisted people on a personal and managerial level in creating meaningful goals and developing positive mental attitudes towards themselves and all areas of their lives.
  • He did this as a trained facilitator of Success Motivation International
  • Facilitated public and in-house corporate workshops while being part of the South African company representing the Franklin Covey Company. These workshops include The 7 Habits of Highly Effective People; The 4 Roles of Leadership, First Things First. For this he went to the USA to become a certified facilitator, trained by senior members of Franklin Covey.
  • Experience in assisting people in discovering their unique patterns

See our Olievenhoutbosch video: Most of the people in the video are operating at very different levels today. You will find them on the web!

Case studies from 2006 showing people succeeding.

The history of ebio and Career Maker System in Social enterprise. Many people got core proficiencies, work choice and work experience. Many of them are successful entrepreneurs today.

The program works in any culture since it works with and pro-actively supports the local culture and leaders. Thanks to the enrichment and expansion of our minds working with HP, who operated in many cultures, mixing the cultures in training and business processes.

It is an investment from the Visagie family and Inala Technology (Pty) Ltd, a company started by the Visagie family. Thanks to Braam de Villiers who supported the program at critical times!

Today ebio, the underlying learning methodology,  is linked with all the inputs and experiences from Prof Japie Kroon NWU South Africa.

Career Maker System is a professional career builder program based on our past in building 28 businesses and starting with what we learned from the Hewlett Packard way from Bill Hewlett and Dave Packard! THANKS BILL to DAVE!

Company growth & sharing
Company growth and sharing of wealth for all involved
Chapter 9 p.1
All of this stuff is very exciting! What about the business? Are there specific approaches or winning attitudes in your company’s business processes as well?
Absolutely! In the final analysis it is only worth doing if it will lead to success!
This section contains a discussion of what we learned about stages of growth in entrepreneurial teams and how we share the created wealth.
The Entrepreneurial company
Increasing your contribution
Understanding profit and Economic Value Add
Converting energy to equity
Agility and the entrepreneurial mindset
Stages of growt

Company growth and sharing of wealth for all involved

Chapter 9 p.1

w&t_question

I Ask

All of this stuff is very exciting! What about the business? Are there specific approaches or winning attitudes in your company’s business processes as well?

w&t_exclamation

I Answer

Absolutely! In the final analysis it is only worth doing if it will lead to success!

w&t_binoculars

I Explain

This section contains a discussion of what we learned about stages of growth in entrepreneurial teams and how we share the created wealth.

w&t_ch9_a_growth_and_sharing_wealth

The Entrepreneurial company

The Process approach
A way of viewing the company and your role in it as a whole
Chapter 10 p.3
I’ve heard people refer to the “Process Approach”, but I don’t understand what it is all about and how I can benefit from it.
The Process Approach is about a way of viewing the company and your career as a whole. Explore the diagram below. Remember that you are looking at a simple and logical framework for all business activities and initiatives. The approach applies to all activities (from selling, ordering, admin, etc.) and can be uniformly applied.
When processes are in place, people know what to do, when and for whom, eliminating the need for process loss and uncertainty.
It also eliminates fragmentation of departments/teams and reduces the possibility of empire-building. People can take charge of their jobs, freeing up their manager’s time to enable him to concentrate on the improvement of business processes.
Central to the process approach are five simple rules that introduce order into chaos:
State the objective of the process – what must be achieved?
State the reason – why must the objective be achieved?
Formulate how the process is to achieve this objective (the process requirements) What must be done in what way to achieve the objective? Focus specifically on what the desired output and required input is.
Design the primary process to handle the requirements – what must be done
by whom, by when, for whom, and with what?
Define the process control mechanism – what mechanism(s) will be used as an indicator(s) of how well the process is working?

A way of viewing the company and your role in it as a whole

Chapter 10 p.3

w&t_question

I Ask

I’ve heard people refer to the “Process Approach”, but I don’t understand what it is all about and how I can benefit from it.

w&t_exclamation

I Answer

The Process Approach is about a way of viewing the company and your career as a whole. Explore the diagram below. Remember that you are looking at a simple and logical framework for all business activities and initiatives. The approach applies to all activities (from selling, ordering, admin, etc.) and can be uniformly applied.

When processes are in place, people know what to do, when and for whom, eliminating the need for process loss and uncertainty.

It also eliminates fragmentation of departments/teams and reduces the possibility of empire-building. People can take charge of their jobs, freeing up their manager’s time to enable him to concentrate on the improvement of business processes.

w&t_ch10_d_the_process_approach

Five simple rules that introduce order to chaos:

  1. State the objective of the process – what must be achieved?
  2. State the reason – why must the objective be achieved?
  3. Formulate how the process is to achieve this objective (the process requirements). What must be done in what way to achieve the objective? Focus specifically on what the desired output and required input is.
  4. Design the primary process to handle the requirements – what must be done, by whom, by when, for whom, and with what?
  5. Define the process control mechanism – what mechanism(s) will be used as an indicator(s) of how well the process is working?
Maximize your value contribution to the customer
Chapter 3
p.2
The idea of an “overlap” of interests has been mentioned several times. What does it all mean, and where do I fit into this concept?
At the heart of any business there is a tri-partite alliance between the individual, the company and the customer. The contribution you make lies in the area of overlap – Contribution Zone – of interests of the three role players. Your contribution is known as your Economic Value Added (EVA , for short).
I will explain this step-by-step. Let’s start by illustrating this concept in a diagram.
Let’s explore the concept of “Growing Contribution” and capacity which is the key to understanding the VENN diagram above.
As you grow your skills by following the Walk & Talk process, you are able to contribute to the effectiveness of the company as well as the manner in which the company addresses its customers’ needs.
As your experience, skills and knowledge grow, so do the areas of overlap (the Contribution Zone) between yourself and the company on the one hand; and between yourself and the customer on the other. Growth in contribution is directly linked to the growth in the added value the customer receives from doing business with the company, and is known as Economic Value Added (EVA).
In other words, as the area of overlap (EVA) grows, the“alignment” between yourself, the company and the customer increases.
This progression in alignment results in growth of the company through increased products and services as well as effective business processes which optimally address the needs and expectations of the customer. The progression of alignment depends exclusively on the growth of the individuals within the company, and the contribution they make to the company’s ability to effectively address the needs and expectations of the customer.
By understanding your customer well, you will be able to identify opportunities to develop new areas of customer needs and to increase the value the customer receives.
This will enable you to determine the growth of the company within your chosen customer base, and to increase the value-added to the company, which in turn, results in wealth for the customer the company and the individual.
Align yourself with your company and customer needs in order to maximize your contribution and create wealth for yourself, the customer and the company.

Maximize your value contribution to the customer

Chapter 3 p.2

w&t_question

I Ask

The idea of an “overlap” of interests has been mentioned several times. What does it all mean, and where do I fit into this concept?

w&t_exclamation

I Answer

At the heart of any business there is a tri-partite alliance between the individual, the company and the customer. The contribution you make lies in the area of overlap – Contribution Zone – of interests of the three role players. Your contribution is known as your Economic Value Add (EVA , for short).

I will explain this step-by-step. Let’s start by illustrating this concept in a diagram.

w&t_ch3_b_venn

Let’s explore the concept of “Growing Contribution” and capacity which is the key to understanding the VENN diagram above.

As you grow your skills by following the Walk & Talk process, you are able to contribute to the effectiveness of the company as well as the manner in which the company addresses its customers’ needs.

As your experience, skills and knowledge grow, so do the areas of overlap (the Contribution Zone) between yourself and the company on the one hand; and between yourself and the customer on the other. Growth in contribution is directly linked to the growth in the added value the customer receives from doing business with the company, and is known as Economic Value Add (EVA).

In other words, as the area of overlap (EVA) grows, the“alignment” between yourself, the company and the customer increases.

w&t_binoculars

I Explain

This progression in alignment results in growth of the company through increased products and services as well as effective business processes which optimally address the needs and expectations of the customer. The progression of alignment depends exclusively on the growth of the individuals within the company and the contribution they make to the company’s ability to effectively address the needs and expectations of the customer.

By understanding your customer well, you will be able to identify opportunities to develop new areas of customer needs and to increase the value the customer receives.

This will enable you to determine the growth of the company within your chosen customer base and to increase the value-added to the company, which in turn, results in wealth for the customer, the company and the individual.

w&t_elephant

I Advise

Align yourself with your company and customer needs in order to maximize your contribution and create wealth for yourself, the customer and the company.