Our Approach Batorski Stevens & Associates, Inc. takes a holistic and collaborative approach to consulting services.  You know your company better than anyone – we bring a complementary set of skills to assist you in achieving your objectives.   Our Consulting Services Differentiators:   Our People Batorski Stevens & Associates, Inc.  professionals have a minimum of ten years experience in Business Architecture, Business Process Reengineering (BPR) , Process Design,  Process Measurement, Process Management and Change Management. You will always get our experienced practitioners, with “sleeves rolled up” and working with you. Our Partners We have alliances with the best in the consulting industry for innovation, process management education, web and e-Learning development and others.    Our Methodology We have a proven methodology that has delivered consistently high client satisfaction for many years in multiple industries. Our clients appreciate our facilitative approach that maximizes the participation and ownership of your design team in “leading” the initiative while receiving intensive skills transfer, resulting in adoption of highly reusable skills for your staff. Our breadth of experience in cross industry engagements position us to bring value added best practices where applicable. We can assist you throughout the lifecycle of changes from assessing and designing the change, to planning, implementing and managing your organization’s transition through Program Portfolio Management, an approach that is simple, intuitive and at the right level for executive leaders to manage and stay involved. Business Transformation - A Holistic Approach   After we have identified your targeted performance requirements, we quickly assess the key elements of your organization to identify contributors to performance issues and misalignment.  We then work with you to produce a comprehensive model or Business Architecture to redesign and optimize those elements:     Batorski Stevens & Associates, Inc. Guiding Principles   We believe that end-to-end processes are the value creating mechanisms within an organization and that technology should enable, rather than drive, the business process design. We believe that challenging underlying business assumptions and paradigms is a key skill set and contributes to the overall health of the organization. We believe that value creation is the key driver to focused business decisions throughout the lifecycle of the project and to sustaining the momentum required to fuel complex change. We believe that a holistic approach to your performance problems delivers integrated business solutions that deliver the targeted payoff. We believe in a balanced approach to change with an emphasis on value and “hard benefits’ as well as on softer success factors such as leadership and employee education, coaching and training, that are often underestimated in their significance and contribution to lasting change. We believe that a powerful component of high performing organizations is an integrated set of performance measures that links, and makes highly visible, the contribution between individual, process, strategic and organizational measures and targets. We believe that the role of executive leadership in staying ahead of the change curve is absolutely critical to delivering results.   Other Differentiators to Support Change Initiatives: We have a full on line e-Learning system available to your organization through which you can communicate, train and track the progress of your employees. We have survey tools to help you assess and measure your current situation as well as progress towards you targeted objectives. How Our Method, Value Based Business Transformation, Compares to a Traditional Six Sigma Approach   Value Based Business Transformation takes an “end-to-end” approach towards business process redesign. A business process is a group of related activities that together add value to the customer, and the process begins with the customer and ends with the customer.    An end-to-end process will cut across multiple departments (e.g. sales, order entry, distribution, accounting, etc).  The goal of process redesign is to remove any non-value added activities (unnecessary handoffs, errors, delays, rework) thereby eliminating unnecessary cost and impediments to performance.   Six Sigma -- while sharing some of the same objectives such as simplification of a process design and elimination of handoffs --tends to narrow the scope of a process to make it more conducive.  This will produce improvements within the scope of an identified process segment, but not necessarily address end-to-end process performance.    We use Six Sigma principles to reduce Work in Progress, and we incorporate Six Sigma measurement techniques to monitor and manage process performance.  However, we hold end-to-end processes as the key unit of value creation within the organization and successful business transformation results.

Fact: Improvement Programs that examine Strategic Objectives, Key Competencies, Performance Requirements, Business Processes as well as Cultural and Organization issues are much more likely to succeed in producing Value and ROI than programs that are purely technology-focused.                                                                                            Are Your Current Projects in the RED ZONE?   Take the following survey and see if your program is at risk.  A Red Zone score of 16 or above indicates that you may not achieve the benefits in your business case.           Contact Information Batorski Stevens & Associates,Inc. Office: (703) 518-8838 Derek M. Stevens – Vice President Management Consulting, Alliances (805)-427-1366 dstevens@batorski-associates.com