Process

Quality has come a long way since Deming's work during and after World War II.  Quality extended into Business Process Re-Engineering, Total Quality Management and more lately LEAN and Six Sigma.

While it has its detractors, plotting the business process, finding out what costs what, measuring its performance (non financial measures) and applying improvement methodologies is the best way to deliver sustainable high performance.

Sales and marketing are behind the ball in using process improvement tools.  LEAN and Six Sigma have yet to make their way into the conscience of most customer facing departments, yet adopting these principles will revolutionise their efficiency.

Taku adopts a well trodden path toward process excellence; measuring performance, eliminating waste, re-aligning activities with the value proposition and continually searching for better ways.