Академический Документы
Профессиональный Документы
Культура Документы
A T H O U G H T PA P E R
What is a Process?
Why Should You Care?
Departments are solely groupings of people for administrative purposes. While structure can be a significant enabler or impediment, the
boxes on the organization chart dont produce the goods.
OK, so it must be people who produce products and services. Nope.
Talent is critical to organization success. However, you can put the
most highly-qualified automotive designers, engineers, equipment
operators, and marketers in a room with a budget and the appropriate raw materials and youd better get a comfortable chair. A car isnt
going to emerge any time soon.
Enough suspense. The producers of products and services for both
external and internal customers are business processes. Processes are the
flows of work in which people function and which departments
organize. Some processesbusiness development, order fulfillment,
product development, customer support, billingtouch external customers. Othershiring, planning, financial reporting, facilities maintenanceare invisible to those who pay the bills but are essential to
running the business.
by
Alan P. Brache
W H AT
IS
PROCESS?
THOUGHT
PAPER
You shouldnt pursue Process Improvement because its conceptually logical or a noble pursuit; you should do it to solve a highimpact problem. The driving force of a Process Improvement project is a Critical Business Issue (CBI) that may be centered on
quality improvement, cost reduction, and/or cycle time reduction. (All three of these variables are always in the mix, but you need
to agree on which one or two are the primary motivations for the project.)
Once you reach consensus on the CBI, the individual championing the effort should lead the Process Improvement project
definition, which results in:
I
G
1
2
1:5.
Now its time to move from the analytical phase to the creative
will ensure that the team members rise above their parochial
You may want to inject into the process some people who
while perhaps unfamiliar with the IS, are utopian, and/or difficult
ularity, they will take it to the next level of detail. You dont
want to weaken the design by identifying department roles
the first time, this Process Map documents not only the what
(the steps and outputs) but also the who (the departments
Why? and Why Not? During this part of the process, they
The old saw, If you arent measuring it, you arent managing
it, applies here. If you agree that processes are how work gets
done, process metrics should be front-and-center in your business management dashboard.
Remember that you are not only installing a new process, but
also whatever systems, policies, skills, structure, measurement,
and culture need to support it.
Do we want to pilot-test the new process in a certain location (e.g., the Southwest division), or for a certain type of
input (e.g., single-product orders for under 100 units), or
for a certain time (e.g., the next 30 days)?
Do we want a hard cutover in which the entire new
process takes effect as of a certain date or should we phase
it in over time? If we phase it in, should the phases be subprocesses, inputs, or locations?
Using robust project management practices during implementation definition, planning, and execution
Once the process is in place, you will want to make sure that it not only holds the gains but continuously improves and adapts
to the inevitable changes in the business. To accomplish this objective, you need to move from Process Improvement to Process
Management.
While there is no single prescription for Process Management, it always includes the continuous monitoring, reporting, and feedback of performance in terms of the goals that the Design Team developed during SHOULD design.
Designating a Process Owneran executive who champions and ensures the ongoing excellence of each core process
The immediate return on your investment in Process Improvement is the resolution of a Critical Business Issue.
The long-term benefits of Process Improvement and Management are:
I
Eliminating waste
Breaking down the silos that can isolate one department from another
RummlerBrache
A PRITCHETT Company
214.239.8500 | www.rummlerbrache.com
Rummler-Brache Group