I have found no major difference between large and small companies.

They both might be willing to share and others are cautious in their sharing information and knowledge (considering you are a consultant to install process improvement). You have to be open and very empathic with their work, results, limitations and environment. You have to assure them you are there to help the company and them in achieving better results. This will give you the opportunity to share your knowledge and they will be more willing to share theirs.  It is a win-win stuation when the right envronment is achieved and formal procedures are set to share information and knowledge within the company and between consultants and the company personnel, like Action Needed meeetings. Process Improvement Meetings, etc.

Hope this brief note is of benefit.

I suggest you enter a group at the linkedin website for Project Managers, Process Impruovement, consultants and ask your question.

Best regards

Dear Araceli,

thank you for reply, I agree that positive attitude is important from both sides, as well as perceived benefits. I will try with LinkedIn groups.

Regards,

Zeljko

In my opinion there are some other parameters that are even more important than size of company, such as organizational culture and formal internal relations. Organizational culture is important because it suggest how to establish appropriate system of permanent process analysis and creative opportunities detection. Formal internal relations are important because they clearly define decision makers, advisers and implementers of process improvements. In creating knowledge base I would recommend collecting all implemented (or discovered) process improvements and classification in categories, such as simplification, integration, standardization, automation, adaptation to customer etc.

Dear Borut

thank you for answer. Actually, I completed assessment and improvement project in one small software company, and my next endeavor is systematization of knowledge discovered during the project. There is a lot of available books and articles, but opinion of people from the practice is invaluable.

Regards,

Zeljko

I have carried out process development in both Large and Small companies.

In a small SME changing and improving the process in my opinion is easier as the processes tend to be the only ones in existence and it is a matter of improving that process and getting buy in from a smaller team and approved by one management structure. 

In large companies such as the one I am in now. There are a whole host of different challenges all brought on by the size and complexity of the company, such as:

I need to have representation from the three manufacturing facilities to understand the complex processes on each and then agree one single way of working which can be adopted by all manufacturing sites. I then need to get the processes approved by all departments involved. 

As you will know in small companies, you will have challenges changing the culture which can be difficult. However, in large organisations you have different cultures in different plants and departments, which makes process development more complex.

The key in both is having management and staff by in. If all parties are willing and open to change and continuous improvement and you have good engagement the process development will be successful. 

Hope this helps. 

Contact me if you would like to discuss because I have a lot of practical examples and experience in developing processes in large and small companies. I am very happy to share this knowledge with you.