Mapping more than 2,400 processes so improvement had somewhere to start
processes mapped across a council and a university
The Challenge
A regional council and a university each needed to improve how work got done, but their processes were undocumented and knowledge sat with individuals.
The Solution
In previous roles, Kesley Kernes led large-scale process capture and improvement, trained staff in process improvement and modelling, and set up a Process Champions community to keep improvement going.
The Outcome
Across the two organisations, Kesley's work documented more than 2,400 processes, trained over 330 staff and identified 125 automation opportunities at the university.
Delivered by Kesley Kernes in previous roles, not as NovoPro engagements.
The clients
A regional council in NSW and a large Australian university, both with complex operations spread across many teams.
The challenge
Neither organisation could improve or automate what it had not written down. Processes lived in people's heads, varied from team to team and were hard to compare.
The approach
Map first, then improve, and build the capability in-house so improvement continues after the project ends.
The solution
At the council, Kesley led the capture and improvement of more than 1,400 processes across five business units and trained 187 staff in process improvement methods.
At the university, he documented over 1,000 processes with improvement plans, set up a university-wide Process Champions community of practice and trained more than 150 staff in process modelling.
The results
More than 2,400 processes documented across the two organisations, over 330 staff trained, and 125 automation opportunities identified at the university.
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