#processimprovement

Workplace Excellence has been in place for awhile now. Has anyone seen any improvements after putting in a request on the site?

They say a lot of things, but I am curious if there have been any actual action behind them.

How can we possibly be in October and still have claims from January unprocessed? How can that be allowed or legal? If I talk to Operations at all, there are still 7 different leaders for the 7 different LOBs we have. How could we let this happen where they could maintain the SBU set up in core? Makes no sense and is inefficient.

The whole point was to consolidate and they are as split up as ever. And, according to what I've heard, apparently every possible metric that the Association measures us on is at all time lows. When will anyone be held accountable for this unbelievable execution?

I can't find anyone who is helpful over there.

it's essential to let some tasks fail to highlight the gaps in our process

Ever wondered why this question always scores the lowest?

I think that's because leaders don't give a flying f to people who can understand and fix the process. Process teams are either working on spi maintenance with low value, paid very low or buried under change managers who have no clue about the process. A handful of leaders in the organisation give importance to process and until process ideas move out of change teams, there's little hope for improvement here. AI is no help to a bad process. What do you think?

I've received a constant stream of chasers and reminders about timesheet entry in recent weeks. The organisation seems obsessed on this, which suggests there is a wider problem.

The assumption appears to be that this is primarily an employee issue. That may be true in some cases, but from my perspective the root causes are systems and process related.

Common examples include:

• It taking an excessive amount of time for a WBS to be created and allocated to an employee's profile.
• Timesheets that were submitted on time get reopened sometime later by someone else.

We seem to be investing a considerable amount of effort in chasing employees, and then having those staff raising HR cases to get individual weeks resubmitted. That effort would be better spent delivering value to our clients. Yet none of that value add features in our stock FY27 objectives.

Read the GAO Report on Accenture's botched takeover of the Thrift Savings Plan (TSP). GAO-24-106319. Everything in it is a page right out of the transition to FIS. Except then, we had iron clad procedures in place & they were all working before the transfer. Now, everything is on the fly, process hadn't been updated for years, and 9 month transition is a MASS-IVe failure in the making.

**'But AFS (Accenture) Federal Services completely botched the migration of TSP’s services due to an array of technological and staffing shortfalls that have virtually brought the services offered by TSP to participants to a screeching halt.

1. Despite AFS’ promise to “improve the customer experience,” AFS Managing
   Director Owen Davies admitted that AFS “made that process really cumbersome, it was very hard for a vast number of users,” and that “[w]e made it overly complex.”**

Thoughts on Six Sigma. General thinking???

Kyndryl restructuring should reduce overhead functions and reduce the number of managers that lack technical knowledge
Of the various systems they try to manage.
All chiefs and no Indians will cause the company to collapse.
Ai can identify various areas that can be improved as long as there is a team to analyze the data.

Been reflecting on this lately and wanted to share. The new PMP Process has been a real game changer for how we get work done. Its simplified so many steps that used to drag on forever with all the old layers and approvals. Now things feel cleaner, priorities are clearer, and we’re actually delivering results quicker without losing the important checks.

What I like most is how it lines up well with the We Lead behaviors. Leaders give clear direction, teams stay aligned, and everyone still has a voice in the key decisions. Cross functional handoffs are smoother, less back and forth, and projects that used to stall are moving forward. In my area we just closed out a couple deliverables ahead of schedule that wouldve taken weeks longer before.

Chevrons new approach here feels spot on. Its helping build that operational resilience and shared purpose while keeping us focused on what really matters. Makes the culture feel stronger and honestly one of the reasons Im optimistic about staying long term, even with all the changes in the industry.

Anyone else seeing the same benefits from PMP? Especially curious how its playing out in the field or ops side. Are you noticing faster delivery, fewer bottlenecks, or is it landing differently out there?

Would love to hear real experiences.

MMWB Inc. Helps Firms Prevent Layoffs Via System Fixes

MMWB Inc. helps companies prevent layoffs by fixing operational systems. This approach eliminates waste that drains productivity and morale. Founder Ben Klaiber notes employees spend 25% of time fighting bad systems. Fixing these issues recovers lost capacity and improves performance. The Toledo firm works closely with a limited number of clients.

https://www.desmoinesregister.com/press-release/story/25438/toledo-firm-prevents-layoffs-by-fixing-systems-saving-jobs-and-profit-margins/

Toledo, Ohio

Anyone else feel like we’re stuck in a company where the people doing the actual work keep getting cut, while the folks who create the bottlenecks sail through untouched??? every layoff just leaves fewer hands, more red tape, and a fresh round of do more with less from leaders who havent touched real work in years... the front line teams get blamed, the same broken processes remain, and nothing changes except the workload dumped on whoever is left...at some point you have to ask how many rounds of cuts it takes before leadership admits the problem isnt the workforce, it’s the way the place is being run???

There was a lot of noise and fanfare about this but there still seem to be thousands of managers in Finance and a lot of spreadsheets…has anything really changed?

Anyone else's team being pushed to use that AI tool? It actually feels like they're adding another step in our processes for little reason.

Training it to do our jobs?

Maybe I need a pedicure.

Processes over people. 0 consideration on customer impact or employee. Huge investments in technology. Archaic processes for people.

We can now send and recover feedback via workday!

As a newcomer, it’s absolutely shocking how much billing is credited and rebilled on a daily basis.

They could easily create a whole department that performs this function 24/7/365.

Is it the company’s processes, people, technology?

Like hly sht, get it together.

Been away from $hitty bank for over a year now. Someone please update me on data improvement. Are we fixing issues and in the right direction or taken a step back for a decade.

What are people's thoughts on how ER will enable the firm to execute with more speed and efficiency? Honestly, I was optimistic when they first announced it because the firm had become so bloated and convoluted that it was difficult to get anything done. But the rollout seemed more focused on short term cost cutting and may seriously backfire on "increasing speed and efficiency" since we lost so much firm knowledge (aka the only people who know how to fix certain systems since they were part of creating them, people who know undocumented processes or work arounds for the many broken systems). I'm worried this will just make things so much worse and make jobs so much harder for those who remain. It's like leadership is operating on an entirely different plane of reality; one where we are a rocket ship instead of bogged down by decades of under investing in tech and poor process design. Over the past 2 years I have experienced them deprecating systems and teams in anticipation of solutions that never seem to materialize. The "running the business" work gets harder and harder with no end in sight.

Do we think the higher ups will ever admit implementing WRS this heavily into roles is a mess up? We've seen higher delays, less communication, when is enough??

New outside C level who seems sharp, a new AI strategy that finally makes sense, new initiatives to actually standardize how opportunities work and take a logical approach to account mapping and strategy. Good vibe from leadership. All good progress.

Rob, since your 1st post I have done a little digging. It turns out that CHK doesn't even have an accounting department! They grew soo quickly they just forgot to create one! Imagine that!!