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Business Process Management regvised 2.pdf
- 3. Why do youneed a BPM model? Your processes are your way of doing business and often time is the most neglected part of the business. Done the right way they are the key to simplicity, scalability, efficiency, and profitability. • Are your processes documented the way you want them done? • Does each employee know the process they are following and why? • Do they complete them accurately? • Do errors and rework keep you up at night or • Or cause you to spend time working in the business?
- 4. A Sharper Approachto Business Process Performance Standards Document Main Processes Process Maps Stoplight Report Leadership Team WIN Meetings Accountability in ASANA
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- 6. Why Process Mapping? •It ensures that your organization does the Process the same way every time • Improve Employee Productivity • It identifies steps that are not needed in the process • Removes steps created by the thinking that “we’ve always done it that way” • It helps create checklists for each department • It helps identified where you can apply technology to streamline and automate the process • It allows you to work on the business and not in the business. Create a self-sustaining business • I believe in the 20/80 rule when documenting processes. Identify your main processes and document them. • By documenting your main processes it give you peace of mind knowing that everything is done the way you want it consistently and proficiently.
- 7. Introduction to Kaizen Kaizen(Ky-Zen) “Continual Improvement” The small, gradual, incremental changes applied over time that add up to a major impact on business results Kai = “To take apart” Zen = “To make good” Based on the fundamentals of scientific analysis, in which you analyze (take apart) the elements of a process or system to see how it works, then discover how to influence or improve it (make it better)
- 8. Problem & GoalStatement
- 9. Ten Basic Principlesfor Improvement 1. Throw out all fixed ideas about how to do things. 2. Think of how the new method WILL work-not how it won’t. 3. Don’t accept excuses…Totally deny the status quo. 4. Don’t seek perfection on the first pass, build improvement. 5. Correct mistakes the moment they are found. 6. Don’t spend a lot of money on improvements. 7. Problems give you a chance to use your brain! 8. Ask “Why” at least five times until you find root cause. 9. Ten peoples ideas are better than that of one person. 10.Improvement knows NO limits!!
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- 11. Process Map 2 Categoriesof Process Maps: Ø“As Is” • To truly understand how a process works in the real world • Continuous improvement • Lean the process • Problem identification • Eliminate wait time, rework, and other non-value added time Ø“Should Be” • To Establish performance standards • To Establish standard processes • To Establish process expectations • Training • Customer expectations
- 12. Functional Deployment Map 1.Identify the participants of the process from start-to-top point. Place the customer at the upper left corner. 2. Identify the “trigger” or initial step and identify the “final” step 3. Identify what step receives the output of the initial step and what activity they perform 4. Repeat by identifying what receives the output from the second step and what activity they perform 5. Continue identifying steps and align vertically with participants
- 13. Standard Symbols forProcess Maps Start & End Points Identify the boundaries of the process. Activity What is being done. Indicates necessary and unnecessary activities performed in the process. Decision Illustrates decision points and where loops occur in the process. Also used to accept, reject, approve, etc. Arrow Represents a process path/flow Predefined Process This is a process identified within the process or a sub process.
- 14. Process Mapping Process Mapsidentify the steps in the ”As IS” Process.
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- 16. Sample “As Is”Process Map Fix and flip property is identified Gain access Create sow and end date Get bids of windows, roof and foundation Decide on contractors and General Close on property Get bids HVAC Decide on HVAC contractor: Is there a storage for supplies? Order supplies using from Home Depot Coordinate delivery of materials General contractor check materials in and secures them Give general contractor money 1st draw. Some subs get worked with directly. Twice Weekly check contractors status and SOW Is changed to SOW Needed? Contractor does work in order of importance predefined by GM Payment schedule is based SOW decided upon Visual inspection and comparison to the SOW. Payment are in three schedules Work is complete Final payment is made after visual inspection Order a photographer Realtor list property Property is ready for Marketing No No Revise Order Pod Sales Manager Yes Yes
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- 19. Waste Types Defined “Therelentless pursuit of the elimination of waste from every business process…” The Objective of Lean 1 2 3 4 5 6 7 8 Behavioral Defects Inventory Waiting Over Processing Over Production Transportation Motion Type of Waste Definition Excessive movement by people or machines Product moving from person to person or between locations Producing more than is required at the current time Unnecessary work beyond what is needed to meet customer requirements Periods of inactivity while waiting for the next process step to begin Unprocessed or partially processed materials, or undelivered finished goods Process steps that result in scrap, rework or re-processing Unused creativity and underutilized human capital
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- 21. SALES P.C. ADMIN Finance Vendor FIX AND FLIP"SHOULD BE" Fix and Flip contract is signed for purchase Task is created via podio for inspection & SOW Update information into Podio Get SOW completed & create materials list Podio sends email to Vendor for inspection inspection process Was inspection completed No Did it pass? Yes No Notify Integrator and Renegotiate Yes Send Estimate to up to three contractors Contractor gets estimate Receive bids Can the #'s work? Award bid to contractor Ask contractor for revised prices. Yes No No Send SOW estimate/budget to lender for approval Schedule lender for inspection Is lender willing to lend? Is he willing to fund full amount? Yes Identify new lender No Podio creates task for finance to identify remaining funds source Yes No Podio creates task to Complete underwriting process Finalize contract, SOW and Materials list Review final SOW, contract and materials Does SOW includes Roof, foundation or under ground plumbing? Yes Schedule for day after closing? Complete pre-closing checklist via Podio. Insurance Key Code Utilities Pod House Closed? Update Lender, Utilites, Insurance of new date Order Materials Yes No Notifiy Contractor for start date Ask for better price? Ask for first draw from Lender Send money to Vendor for Draw Invoice Sent Weekly Checklist in Podio for SOW Has major step been Complete & Approved Podio Notifies Finance & Vendor Yes Lender draw process Has money been recieved Yes No Invoice Sent Is this final payment Deposit funds Yes No Punchlist Walkthrough for each Vendor Is work complete? Vendor completes work Yes No Complete punchlist in Podio Podio notifies Finance of final payment Final check is cut Step payment process No Did SOW change? PC get approval from Intregrator Was it approved? Admin updates SOW and Vendor Contract Yes No Yes No No Podio creates task for admin to order photographer Pictures taken Podio Notifies Realitor Get sales price guidance from Intregrator Property is ready for Marketing Could Renegotiate? No Project Terminated Yes Follow Up Process Owner Notifies or House is Sold to other party? Yes Fix & Flip Process Map
- 22. Documented and Followedby all