Is your Minnesota philanthropic or nonprofit organization experiencing PAIN?
• Board looking for more efficiency and savings?
• Errors or double payments to vendors?
• Burned out employees?
Three Minnesota teams will dramatically improve their organization-wide accounts payable process through a two-day cohort workshop. Their new payment process can save time across their organization, which can be reinvested in your community. Teams that have taken this workshop have recaptured between 300 and 1,000 work hours. They also deliver better and faster outcomes.
The bottom line: Within six months, financial leaders can recapture their investment in time and coaching. One nonprofit leader shared: “It’s a no brainer. Little investment, bit return. Our time is valuable and we now we can do so much more for our community.”
In this workshop, attendees will:
• Transform their accounts payable process using proven coaching and tools
• Learn in a three-organization cohort, hearing best practices from others
• Maximize all they have now, without investing in new hardware
Attendees at this workshop achieve success through Innovation Process Design’s proven three step approach.
Contact Lee Kuntz today to hear more or register your organization for this September in-person or online two-day learning cohort.
Is your office in remote mode? So many teams are now working from home as we collectively battle the COVID-19 pandemic. Remote work can reduce personal and community health risk. Yet it can be unhealthy for your organization. Remote work can be slower and less accurate, impacting your organization and your community. A key question in this transition is: With this big change of unknown duration, how will your team continue to serve your community in a seamless way?
Teams that move to remote work find key risks.
o Paper piles of work are no longer visible, resulting in stalled or forgotten work.
o In-person double checks and communication may not happen, resulting in errors and embarrassment.
o Quickly made process adjustments to fit remote operations create the risk of errors and missed steps.
o Back-and-forth online communications may slow work down, consuming already tight capacity.
Remote work is an opportunity to redesign your processes to regain capacity, maintain quality, keep up speed, and preserve your reputation. Some organizations are using proven process transformation tools to achieve these goals. For example, as a result of our process transformation work, one foundation recaptured time while delivering error-free results for three years. This group became an effective cross-organization team, performing better and accomplishing more in a consistently high-quality manner.
Is this what you are looking for?
If your team is going remote, connect with process improvement coach Lee Kuntz about a live, online checkup for your key processes. We use our proven process transformation coaching, training, and tools to help you mitigate risk and deliver upon your organization’s commitments. Checking up on small processes can be done in a couple hours.
Contact Lee to discuss how your team can create a seamless transition to remote processes while maintaining and growing great results.
Financial leaders from philanthropic and other nonprofit organizations will hear the ideas that are transforming their industry at the NFG North Conference 2020, on October 8, 2020.
Philanthropic and nonprofit organizations work hard for their communities. Yet they have very limited resources. Maximizing those resources is key to their success. Lee Kuntz’s two session at the NFG North Conference 2020 provide ideas and concrete practices in the maximization techniques that are working in the industry.
Conference attendees will learn how to solve these pain points.
• Overwhelming workloads and employees working late
• New program ideas with no funding or capacity to do them
• Taking heat for errors
• Unused technology tools
Organizations will hear how nonprofits, including foundations, have cured this pain and are now heroes of their teams, audit committees, and boards. One nonprofit recaptured over 60% of their working time, now delivering faster and better results to their community, partners, and board.
Consider this: What would your nonprofit do with 1,000 hours of work time back?
NFG North Conference 2020 features two morning sessions given by Lee Kuntz that will equip financial leaders with the ideas that are making a difference.
Accounting and finance departments routinely get tasked with accounts payable responsibilities. And they work hard to get payments out timely and accurately. Yet are these leaders doing all we can to work efficiently and effectively? Or are there delays, duplicate payments, rounds of rework, or late payments?
The first workshop, Transform Accounts Payable, is a deep dive into how to transform the accounts payable process into a sleek, painless operation while recapturing hundreds even thousands of hours of time. Given much of the organization touches bill payment, each organization leader can get time back.
All financial leaders have done process improvement. Yet it’s advanced process improvement skills that are making the difference for nonprofits. The second workshop, Transformational Process Improvement, shows attendees how process transform skills are making the difference for nonprofits. Then these leaders will be part of making those results happen in a rapid improvement game.
NFG North financial leaders can register for the entire day of learning at: NFG North Members Register Here
Not a NFG member yet and want to attend? Contact Lee Kuntz to request one of her tickets to this event.
Lee Kuntz, process improvement speaker, trainer, coach, and strategist, has helped numerous philanthropic and other nonprofits to successfully create capacity and deliver better and faster results to their community. Lee believes employees are the right people to improve how work is done. When they have skills-and-will in transformational process improvement, they can achieve impressive results.
Clients Lee has trained and coached have recaptured thousands of hours of work time from their back office and have reinvested the time saved into the community. These organizations go beyond balancing to sustaining and thriving. Lee has an MBA from the Carlson School of Management, is a Certified Lean Six Sigma Black Belt, and is a Human Centered Design practitioner.
Have you improved your work process, tweaking how work is done or fixing broken steps? Most agree process improvement is good. Yet many staff members are too busy fighting fires to think about how to do their work. They get stuck in the rut of doing things as they’ve always been done. The answer to this miserable dilemma? Moving from the small tweaks associated with traditional process improvement to radical process transformation.
A starting point in thinking about process improvement is understanding what the term even means. In a recent online search, I found ten different definitions for ‘process improvement.’ Many people see process improvement as adding, deleting, or modifying work steps to change how work is done.
The problem with this commonly held definition is that the focus is on tweaks to change to work steps rather than improving outcomes. For example, suppose I want to move from balancing between sources with an adding machine to using an Excel spreadsheet. This improvement seems like a positive change. When I pitch this to my boss, I focus on how the process will change. My boss asks how much time the change will take to implement. That use of resources gives her pause, as she knows our big workload. Most likely, she will say we don’t have time to make changes right now. We need to stay the course and take on the next emergency. We can do the improvement later, when things get better.
Since I did not identify the positive impact of my proposed enhancement, my boss didn’t see its value compared to the other big priorities crashing through her door. Too often, defining process improvement as tweaking how work is done causes this important tool to be ignored.
Process improvement can truly produce more favorable outcomes than had been realized before. Without it, employees can become locked in a vicious cycle in which underlying process flaws are not corrected. As in the example below of an improperly prepared check, both customers and staff can become frustrated by processes that don’t work as they should.
If the cycle consists of complaint-pull-fix without also investing time in fixing the issue for all customers, similar problems are likely to occur in the future. That means staff will work longer and longer hours responding to emergencies, getting further and further away from the good work they want to do. Eventually staff may burn out and leave, placing a greater burden on remaining employees to do the work.
I have experienced this vicious cycle in my own life. Early in my career, I accepted a job in an area that claimed to promote great work-life balance. My superiors promised there would be overtime only at year-end. Once I was there, I found that by overtime, they meant seven days a week for six weeks! I barely saw my young children for a month and a half. When I commented about the excessive overtime, the staff said it was always that way, and to just “suck it up” because it would not change. I questioned the culture and the paradigm, and I wondered if things would ever get better. That unpleasant situation has inspired me for the rest of my career.
To correct agonizing situations such as the one I survived, I rename, rephrase, and reposition process improvement in my training by sharing the story of process transformation.
Process transformation is the use of proven process improvement tools to maximize what the organization has now to achieve an improved outcome.
Process transformation solves pain points organizations experience so they can work toward efficient, effective, and high-quality outcomes for their customers. Organizations have achieved the following outcomes from this approach.
There are three important points in this definition of process transformation.
1. Proven tools. A recent survey by change management specialist Prosci indicated that the majority of process improvement projects fail, primarily due to lack of proven tools, experience, and support. The good news is that there are tools and training that offset this risk. The key is to leverage the tools and training that work with your industry and situation. For example, quality management tools require rigorous training on statistical analysis and are great for manufacturing organizations. However, statistical analysis principles have little use in a service organization. A better tool for a philanthropic or charitable organization would be one that helps employees identify wasted steps.
2. Maximize what the organization has now. Employers manage more than work steps or process to achieve the outcomes they need. They leverage business policies, roles and responsibilities, technology, work steps, and other elements to create desired outcomes. Some of these components are helpful and efficient, while others end up undercutting objectives. For example, the policy of a foundation I am coaching might require that grants be paid within two weeks after being approved. If the competition can pay a grant within three days, I ask my client to identify and maximize everything they have now to achieve faster turnaround.
3. Improved outcomes. To ensure that the desired results are achieved, process transformation identifies the needed outcomes before the improvement work begins. To illustrate, a team may decide they need to recapture and reinvest half the time they are now spending to issue grants. This may amount to one hour per grant, for a total of 500 to 1,500 work hours. Once leaders understand the payback from their investment in process transformation, they support the investment. Learn more about this concept in my companion blog post: Achieve Process Improvement Results: Start at the End.
Process transformation requires an investment of both time and resources to be successful. When leaders and staff members learn about tools that will help them work smarter rather than harder, they find that their investment pays off. The graph below shows immediate results achieved when process transformation tools were used in four recent projects:
We have been coaching and training teams in process improvement and transformation for more than two decades. A recent study of our clients indicated that their returns overwhelmingly offset their investment. Typically, we have found that the first year’s results more than cover the costs of the training and staff time investment, with future years’ savings being “gravy.” Imagine sharing with your organization’s leadership or board that your team can take on more without additional staff because the team has recaptured and repositioned 1,000 to 2,000 work hours.
Now back to my story. After being told to “suck it up,” I was determined I would never again work that much overtime. Therefore, I sought and gained leadership approval to conduct a process transformation project. I committed to leadership that I would shorten the year-end work time for everyone. To do so, I partnered with my team using proven improvement/transformation tools to maximize everything we already had. As a result, we cut the steps to complete our year-end reporting in half. In the next year-end cycle, the team worked only one weekend rather than the six weekends we had with the old process.
If your team works overwhelming hours, reacts to constant emergencies, or is not maximizing expensive software, process transformation may be the answer to your problems. With an initial investment, your team can solve its pain points, recapture time, and deliver better and faster outcomes to your customers.
Learn more by leveraging our free website assessment tools to diagnose your pain point, or contact Lee Kuntz to talk about your needs. Organizations have found hundreds—even thousands—of work hours to reinvest in serving their customers. You can, too
Has your organization brought in new software with great promise and not achieved the desired results? Has the new software failed to improve the workflow? Has implementation of new software damaged credibility?
Now you can both learn and share your experience through our “Maximize Business Process and Outcomes During New Software Install Survey”. The goal of this ten-question survey is to gather philanthropic organization leaders’ views and experiences in redesigning processes when installing new software. The survey responses will be aggregated to identify best practices.
Survey link: Maximize Outcomes During New System Install Survey
Thank you for investing in this survey, yourself and others in the philanthropic industry!
Accounting and finance departments routinely get tasked with accounts payable responsibilities. And we work hard to get payments out timely and accurately. Yet are we doing all we can to work efficiently and effectively? Or are there delays, duplicate payments, rounds of rework, or late payments?
Lee Kuntz is facilitating a session at the next Nonprofit Financial Group of the Twin Cities meeting to surface accounts payable best practices. In this September 26, 2019 session, attendees will hear the latest on how nonprofits are transforming their accounts payable process into a sleek, painless operation while recapturing hundreds even thousands of hours of time.
Attendees at this no cost meeting will hear the results of Lee Kuntz’s 2019 survey of nonprofit accounts payable tool and payment method best practices. Also seasoned accounts payable staff will share their experience in streamlining their processes. These leaders have successfully recaptured work time and enhanced accounts payable outcomes.
What would your nonprofit do with 1,000 hours of work time back?
The learning objectives for this session are:
• Learn the latest technology tools and payment methods
• Learn to measure process efficiency and effectiveness
• Learn the process transformation steps to recapture time, get responsibilities in the right place and better control expenses
• Learn how nonprofits are getting support for new accounts payable system investments
Register for this no cost session at: Registration: Transform Accounts Payable!
Lee Kuntz, process improvement speaker, trainer, coach, and strategist, has helped numerous nonprofits to successfully create capacity and deliver better and faster results to their community. Lee believes employees are the right people to improve how work is done. When they have skills-and-will in continuous process improvement, they can achieve impressive results.
Clients Lee has trained and coached have recaptured thousands of hours of work time from their back office and have reinvested the time saved into the community. These organizations
Is your organization planning and budgeting for next year? Are you tired of fighting the same pain points year after year, such as overwhelming workloads, demands for better or faster results, or challenges to maximize costly technology? During this year’s budgeting and planning season, invest in process transformation to recapture capacity and solve pain points.
This is planning and budgeting season for about 70% of the organizations I know. Many are creating concrete plans and budgets to solve their pain points in 2020. If they do not, organizations will experience the same old pain and frustration in 2020.
Organizations that help and serve others are recapturing hundreds—even thousands—of hours of capacity. They are serving their customers, community, board, funders, and donors in half the time. These leaders are retaining employees. Their secret? Investing to transform processes and results.
Most of us have done process improvement. We have tweaked processes and resolved breaks. Some organizations are taking their improvement work to a transformational level. They are cutting their work steps in half and delivering to their key partners in fraction the time. They are freeing up thousands of staff hours that can be used for other purposes
These organizations budget for an investment in process transformation training and coaching during in their annual plan. Here are the results they are achieving.
• Recapturing over 4,000 work hours.
• Sharing services across functions.
• Maximizing use of existing technology.
• Remaining error-free for 3 years.
• Delivering to customers in half the time.
• Transforming their organizations through ongoing improvement.
Recently we surveyed our clients’ process transformation results. Our customers achieved a return of 1.5 to 3 times their investment during the first year after implementation. This return came in the form of recaptured time and error-free results. Then these organizations continued to receive time back and positive feedback from customers over time.
Figure 1: Return on Transformational Process Improvement
In addition, achieving this enviable return on their investment, these leaders are committed to building a culture of ongoing improvement. They can easily fix and improve any process and result because they have learned the tools to see and solve transformation opportunities. Their employees are fully invested in the process transformation game because they have been involved as stakeholders since the inception of the training.
Leaders are bringing the story of process transformation to their organizations’ annual planning discussions. Yet a common question is: What does the initial investment consist of?
The initial investment in transformational process improvement includes two components: dedicated staff time for learning and implementing new approaches and out-of-pocket costs for training and coaching. A typical employee will spend between 5 and 40 hours annually doing successful process transformation. The cost of the training and coaching depends upon the amount, level, and number of days needed. My firm offers a half day and a full day think differently process transformation workshop. Contact me to learn more about training options.
Organizations that train their employees in process transformation find that work gets done faster and with fewer errors. The time saved leads to better service to the organizations’ customers and community, and greater job satisfaction among employees. You can, too! Contact me, Lee Kuntz, to learn more about how your organization can plan to solve pain points and thrive.
Finally, you have approval to bring on a brand-new, expensive system to help do the most important work! Your team has been talking about it for years. The organization has committed to achieving substantial benefits from the big investment—commitments including everything other than your firstborn.
The Critical Question
You take a deep breath and wonder how you will put the new system in place in a way that fulfills all those promises. Putting a new, expensive system is place is not something teams do every day. In addition, it requires significant incremental work. Therefore, many teams look outside the organization for a skilled technology consultant.
One of the first questions a consultant will ask is, What steps do you want to automate through this system? Answering this question is critical. It makes the difference between delivering on promises and living with regret for years to come.
Some organizations answer the automation question by explaining exactly how work is being done now. This involves talking through the steps that happen when work goes well. But even a smooth progression through the steps may entail shuffling multiple paper copies, handing items back and forth until they are correct, and fielding phone calls from customers wanting to know where something is. Is that really the process you want to automate?
Recently a foundation leader shared with me that her organization spent nearly $750,000 on a new online, interactive grants system implementation. Yet after the software was installed, the employees continued to follow the labor-intensive processes that they were accustomed to. For example, they still made three copies of every grant check. They handwrote donor requests and then entered them into the online portal. They mailed letters instead of using the online portal or email features. Because employees didn’t capitalize on the capabilities of the new system, the team received very little benefit from their big investment. And everyone talked about how the implementation was a disaster.
Most technology consultants will help you map out and automate how work gets done now. And most system manuals will show you which screens and fields to use. But will these steps help you decrease the time and work it takes to serve your clients?
An Approach to Deliver on Promises
Some organizations go about new system implementation differently. They redesign how they do work before a new system is installed using proven business process improvement business process improvement business process improvement. Then, when their technology consultant asks what work steps they want to automate, they can speak with knowledge and confidence.
For example, recently a chief financial officer utilized a process improvement specialist over one week to help the team redesign processes shared his outcomes. “We designed the best process for us. Then, we pushed the consultant and technology to work for us, rather than bending to what the vendor said we should do.” This leader said that between process redesign and making full use of the new tool, they recaptured about 1,500 hours of work time, which they reinvested into serving the community.
Would recapturing work time while delivering better and faster results be valuable to deliver on promises to leadership and the board?
Check out this companion blog to learn more: Process Redesign—Before or After New Software Install?
Before your organization installs a new system, contact me, Lee Kuntz, to learn more about how your organization can get real value from your new system and processes. Learn how leveraging a process specialist for one week can help you deliver on your promises. Others have redesigned processes and installed new systems with game-changing results. You can too!
Recently about 100 public charities and private foundations gathered to learn how they can create capacity to drive their mission. They heard from improvement champions how they can recapture thousands of work hours and deliver more and better results to their community.
Hear what these public charities and private foundations learned. Quick Video
Is your organization planning and budgeting for next year? Are you tired of fighting the same pain points year after year, such as overwhelming workloads, demands for better or faster results, or challenges to maximize costly technology? At the recent Twin Cities Nonprofit Financial Group meeting, I shared three steps to solve these pain points this year.
The Secret: Invest in Continuous Process Improvement
Organizations that help and serve others are recapturing hundreds—even thousands—of hours of capacity. They are serving their customers, community, board, funders, and donors in half the time. They are retaining employees.
Their secret? Investing in continuous process improvement to get big, immediate results with a small investment.
Recently we surveyed our client’s continuous process improvement results. Our customers achieved a 1.5- to 3-times return on their investment during the first year after implementation. This return came in the form of recaptured time and error-free results. These organizations continued to experience recaptured time and positive feedback from customers year after year.
Three critical approaches bring organizations big, immediate results with a small investment in continuous process improvement.
1. Get trained on proven tools
2. Get coaching to use the tools successfully
3. Maximize everything the organization has now
Because continuous process improvement teams maximize the tools and resources they have now, there is little additional investment. Also, the team achieves results fast when they choose their best and easiest to implement ideas. For example, one leader implemented the team’s improvement ideas the next day.
Invest in Building Process Improvement Muscle
Leaders are bringing the story of continuous process improvement to their organizations’ annual planning discussions. Yet a common question is: What does the initial investment consist of?
As shown in Figure 1, the initial investment in continuous process improvement includes two components: employee time and out of pocket costs for training and coaching. An employee will spend between 5 to 40 hours annually doing successful process improvement. The cost of the training and coaching depends upon the amount, level, and number of days needed. Contact me to learn more about training options.
Find Funding and Support
Civic, public, financial, and healthcare organizations fund their initial investment to kick off their continuous process improvement work in three ways.
Train to Retain. Some leaders include training in their annual budget so they can retain employees. A study conducted for Minnesota’s West Central Initiative found organizations that provide employees with training had a 50 percent lower turnover rate than those that did not. Read more at: West Central Initiative Study Summary. Budgeting for CPI training is a great way to begin your team’s continuous process improvement journey.
Use Discretionary Funds. Most organizations have some discretionary funds. One community action council identified enough money to in their discretionary budget to fund continuous process improvement training for 12 employees. Afterwards, the employees immediately implemented the improvement ideas they developed during the training.
Watch the Budget. Look for times when there is budget available. I get those calls about a month before the organization’s fiscal year-end. “I have some remaining budget to spend before the end of the year. Come now, Lee!”
Plan to Solve Pain Points in the Coming Year
When an organization and the staff are tired of fighting the same pain points year after year, it is time for continuous process improvement. Organizations have recaptured thousands of work hours while delivering better and faster results to their customers, their community, and their board. You can, too! Contact me, Lee Kuntz, to learn more about how your organization can plan to solve pain points and thrive.