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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