managing process
TRANSCRIPT
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MANAGING PROCESSESBUSINESS AS A SET OF PROCESS
MAPPING THE PROCESS
MONITORING THE PROCESS
GAINING CONTROL TO DELIVER QUAILTY
MANAGING OUR PROCESS
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BUSINESS AS A SET OF
PROCESSES
A Process is a series of activitieswhich transforms INPUTS into
OUTPUTS
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MANGING THE PROCESSES
FUNTIONAL ORGANISATION EMPHASISES
CONTROL
ACCOUNTABILITY
PROFESSIONAL EXCELLENCE
SHORTCOMINGS:
DOESNOT PORTRAY INTERDEPENDENCE
DOESNOT SHOW WORKFLOW
NO CUSTOMER VIEW
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MANGING THE PROCESSES
THE PROCESS VIEW SHOWS
INTERDEPENDENCE
CUSTOMERS FIRST
PRIORITIES BASED ON
CUSTOMER REQUIREMENT
ROLE OF SUPPLIERS
ProcessnotFunctionsdrive the business
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BREAKING BARRIERS
IF DEPARTMENTAL GOALS ARE INCONFLICT, THE ORGANIZATION WILLNOT PERFORM AT ITS OPTIMUM
ADVERSARIAL RELATIONSHIPS LEADTO A NARROW VIEW
FIGHT THE COMPETITION NOTOURSELVES
CREATE THE SPIRIT OF ALL-ONE-TEAM
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OWING THE PROCESS
MANAGE THE BUSINESS PROCESS TEAM
ALLOCATE RESOURCES TO THE PROCESS
AGREE CHANGES IN THE PROCESS
BREAK FUNCTIONAL BARRIERS, RESOLVEFUNCTIONAL CONFLICTS (MATRIX STYLEOPERATION)
DRIVE AND STIMULATE PROCESS
IMPROVEMENTS SIMPLIFICATION
WASTE CONTROL
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MAPPING THE PROCESS
MAP THE PROCESS TO
UNDERSTAND
MANAGE
IMPROVESET BOUNDRIES
DEFINE THE COMPONANT PART
USE A FLOW CHART
TO MAP THE PROCESS
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MAPPING THE PROCESS
CUSTOMER: The next person (or Group) in thework process, the receiver of the output and thenext to action it. (identify by name)
SUPPLIER: The individual (or Group) responsiblefor producing the output (identify by name)
INPUTS: Your inputs are your suppliers outputs
REQUIREMENTS: What your customer wants,needs or expects of the output. (feedback)
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IS THERE A BETTER WAY?
Use a flow chart to map the process
Decide what level of detail to show
Diagram physical workflowFollow mapping with analysis
Check todays process
Examine the value of each stepChallenge the complexity
Simplify the process
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MONITORING THE PROCESS
PURPOSE:
- ensure progress
- prevent mistake/errors
- work with facts not supposition
The customer better than anyone else, can
help decide on the critical indicators
Decide indicators before you start !BeforeDuringAfter
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GAINING CONTROL
Variation is always present in any process
Common causes operate normally with
process causing predictable variation
Special causes create unpredictablevariation
Make progress stable and predictable
Eliminate special causesCustomer requirement can be seen as a
range of acceptability
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GAINING CONTROL
The challenge is to improve theprocess to make it capable of meetingcustomer requirements
Improving process capability is anever ending task.
Learn HOW TO SAY NO
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LEARNING POINTS
Variation is part of any process
Staff work within a system that try asthey might is beyond their control.
Only management can change thesystem
Management by fear does not
achieve resultsPlanning requires prediction of Howthings and people will work
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MANAGE THE PROCESS
TO SUCCESSFULLY ACHIEVE THE
DELIGHTED CUSTOMER