The document discusses business process re-engineering and introduces the Business Value Enhancement Methodology (BVEM) as an 11-step approach to successfully implementing business process re-engineering. BVEM aims to reduce failures by capturing stakeholder needs, mapping current and future processes, conducting benchmarking and gap analysis, creating performance metrics, and performing risk analysis. The methodology provides a comprehensive framework to radically redesign processes and achieve dramatic improvements in areas like cost, quality, and speed.
Control y seguimiento del proyecto herramientasProColombia
The document discusses metrics for project management. It recommends creating a small set of key metrics focused on cost, schedule, quality and user satisfaction that provide high-level information for management. Additionally, it suggests defining operational metrics to identify specific issues and risks. The document provides guidance on establishing a metrics program, including keeping the metrics and collection cycle simple and cost-effective to support better decision making.
This document provides information about creating a cause and effect (XY) matrix for process improvement. It discusses the steps to create a XY matrix, including identifying key customer requirements and process inputs, rating their importance and relationship, and calculating scores to determine which inputs have the largest impact on outputs. An example is provided about using a XY matrix to identify which factors most affect customer satisfaction with coffee at an all ranks club.
Overall Project Review - Paper Furnish Optimization3Paul Bullock
This document outlines a Lean Six Sigma project to optimize the paper furnish handling and processing at a gypsum wallboard manufacturing plant in order to reduce paper costs, including defining key terms, mapping the current process, collecting baseline data on furnish attributes and paper quality, and analyzing current performance to identify potential root causes of variability. The project follows the DMAIC methodology and utilizes various Lean and Six Sigma tools to guide the improvement process.
This document defines the deliverables for a project to improve the computer delivery time process. Deliverable 2 involves defining the project boundaries, which includes writing a problem statement identifying the defect as computers being delivered in 11 days on average versus the 10 day goal, drafting a project charter with details of the scope, timeline and benefits, and setting a goal of decreasing the delivery time to 9 days by a target date. It provides guidance on tools to use for each deliverable such as a SIPOC, inclusion/exclusion list, and elevator speech.
The document provides information about selecting solutions for process improvement projects. It discusses an 8-step problem solving process and lists tools that can be used, including brainstorming, process mapping, and selection matrices. The objectives are to understand idea generation principles, apply brainstorming tools, and use methods to select improvement ideas. Sources of solutions are identified, such as root causes, best practices, and past projects. Guidelines are given for generating many ideas through techniques like brainstorming and building on others' suggestions. Rules for effective brainstorming include allowing ideas without criticism and focusing on quantity over quality initially.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
The document provides a table of contents for a National Guard Black Belt training module on continuous process improvement (CPI). It outlines the course schedule and content by week and phase, including modules on defining problems, measuring processes, analyzing data, improving processes, and controlling results. The training integrates Lean Six Sigma tools and methods and uses simulations and projects to teach CPI approaches.
Control y seguimiento del proyecto herramientasProColombia
The document discusses metrics for project management. It recommends creating a small set of key metrics focused on cost, schedule, quality and user satisfaction that provide high-level information for management. Additionally, it suggests defining operational metrics to identify specific issues and risks. The document provides guidance on establishing a metrics program, including keeping the metrics and collection cycle simple and cost-effective to support better decision making.
This document provides information about creating a cause and effect (XY) matrix for process improvement. It discusses the steps to create a XY matrix, including identifying key customer requirements and process inputs, rating their importance and relationship, and calculating scores to determine which inputs have the largest impact on outputs. An example is provided about using a XY matrix to identify which factors most affect customer satisfaction with coffee at an all ranks club.
Overall Project Review - Paper Furnish Optimization3Paul Bullock
This document outlines a Lean Six Sigma project to optimize the paper furnish handling and processing at a gypsum wallboard manufacturing plant in order to reduce paper costs, including defining key terms, mapping the current process, collecting baseline data on furnish attributes and paper quality, and analyzing current performance to identify potential root causes of variability. The project follows the DMAIC methodology and utilizes various Lean and Six Sigma tools to guide the improvement process.
This document defines the deliverables for a project to improve the computer delivery time process. Deliverable 2 involves defining the project boundaries, which includes writing a problem statement identifying the defect as computers being delivered in 11 days on average versus the 10 day goal, drafting a project charter with details of the scope, timeline and benefits, and setting a goal of decreasing the delivery time to 9 days by a target date. It provides guidance on tools to use for each deliverable such as a SIPOC, inclusion/exclusion list, and elevator speech.
The document provides information about selecting solutions for process improvement projects. It discusses an 8-step problem solving process and lists tools that can be used, including brainstorming, process mapping, and selection matrices. The objectives are to understand idea generation principles, apply brainstorming tools, and use methods to select improvement ideas. Sources of solutions are identified, such as root causes, best practices, and past projects. Guidelines are given for generating many ideas through techniques like brainstorming and building on others' suggestions. Rules for effective brainstorming include allowing ideas without criticism and focusing on quantity over quality initially.
The document discusses roles and responsibilities in continuous process improvement (CPI). It describes the CPI deployment director as owning the deployment plan and communication plan. Project sponsors are responsible for the project charter and removing barriers. Process owners implement process changes. Black belts and green belts lead CPI projects under a master black belt. A DACI chart defines roles as drivers, approvers, contributors, and informers. CPI uses tollgates to approve project definitions, measures, analyses, improvements and controls.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
The document provides a table of contents for a National Guard Black Belt training module on continuous process improvement (CPI). It outlines the course schedule and content by week and phase, including modules on defining problems, measuring processes, analyzing data, improving processes, and controlling results. The training integrates Lean Six Sigma tools and methods and uses simulations and projects to teach CPI approaches.
This document outlines a framework for business process improvement projects that includes selecting projects, defining the current process baseline, performing a value-add analysis, improving the process, implementing changes, and following up on results. The goals are to select projects aligned with strategic objectives, identify improvement opportunities, define an efficient target process, implement changes to realize benefits, and communicate outcomes.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
Planificación del proyecto análisis de riesgoProColombia
This document discusses risk management in project planning. It defines risk management as consisting of risk assessment, risk control, and monitoring. Risk assessment includes identifying risks, analyzing them, and prioritizing them. Risk control involves risk management planning, resolving risks, and monitoring risks. The document then provides examples of common project risks, such as delays, budget overruns, and issues arising from planning assumptions and estimation errors. Finally, it outlines the steps for risk identification, estimation, and evaluation in projects.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document provides an overview of multi-generation project planning (MGPP). MGPPs allow organizations to plan related improvement projects over multiple generations or releases. They help manage scope, capture additional ideas, identify replication opportunities, and communicate how individual projects fit into the overall strategy. The benefits, elements, and an example of an MGPP to reduce Army medical mobilization lead times are described.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
Ejecución del proyecto gestión de problemasProColombia
The document discusses change management, software configuration management, and software defects. It provides information on:
1. Elements of a change management process including submitting change requests, reviewing requests, identifying feasibility, approving changes, and implementing changes.
2. The purpose of configuration management to establish and maintain software integrity throughout a project. It lists elements like configuration identification, change control, and status accounting.
3. Software defects are often caused by poor configuration management when the wrong code versions are used. Timely defect discovery and correction can reduce costs.
This document provides templates and requirements for a Black Belt measure tollgate briefing for a process improvement project. It includes templates for:
- Project charter and timeline
- Detailed "as-is" process map
- Value stream map
- Key input, process, and output metrics
- Operational definitions
The templates require deliverables such as a current state process map, key metrics, data collection plan, baseline statistics, process capability analysis, and estimated benefits. The tollgate ensures projects are properly defined and measured before beginning improvement activities.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
The document outlines an assignment to design a web-based project management system including processes, templates, and functionality, with a focus on using diagrams and drawings over text. It discusses key aspects of project management like the triple constraints of time, scope, and cost as well as processes, communication, documentation, and oversight. The document emphasizes clear and professional presentation of ideas using various techniques to engage clients and explain what's in it for them.
The document discusses a project management approach to source evaluation boards (SEBs) being implemented at NASA's Johnson Space Center. It aims to align SEB processes with project management principles by treating each SEB like a project, focusing on requirements, scheduling, teamwork, and control. Feedback from industry and assessments identified issues like unclear processes and schedules. The new approach establishes common vocabulary, templates, and training to bring more consistency to SEBs handled as projects.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
The document outlines a services framework for business process improvement projects consisting of four phases: 1) Project Selection - identifying high priority opportunities for improvement; 2) Evaluate the Process - defining the current baseline and performing a value-add analysis; 3) Improve the Process - identifying changes to eliminate waste and create an improved process; and 4) Manage the Change - implementing changes, updating documentation, and following up on results. The goal is to select projects aligned with strategic objectives, improve processes by removing non-value add activities, and implement and sustain changes to realize benefits.
The document provides an overview of key project management concepts and terms including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project charters, work breakdown structures, scheduling, earned value management, risk management, and configuration management. It emphasizes the importance of project planning, scope management, and using tools like the work breakdown structure, scheduling, and earned value management to track project performance and predict outcomes.
Guntert Limited provides professional product management and marketing services using Lean Six Sigma methodologies. Lean Six Sigma aims to design out failure and introduce new products or fix problem products quickly through collaborative teamwork and a clear vision. It was introduced to the author through an initial meeting with American engineers in London and focuses on creating the best products consistently through thorough consideration of all factors.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
Business Process Reengineering | Case studiesSumit Sanyal
Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.
This document outlines a framework for business process improvement projects that includes selecting projects, defining the current process baseline, performing a value-add analysis, improving the process, implementing changes, and following up on results. The goals are to select projects aligned with strategic objectives, identify improvement opportunities, define an efficient target process, implement changes to realize benefits, and communicate outcomes.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
Planificación del proyecto análisis de riesgoProColombia
This document discusses risk management in project planning. It defines risk management as consisting of risk assessment, risk control, and monitoring. Risk assessment includes identifying risks, analyzing them, and prioritizing them. Risk control involves risk management planning, resolving risks, and monitoring risks. The document then provides examples of common project risks, such as delays, budget overruns, and issues arising from planning assumptions and estimation errors. Finally, it outlines the steps for risk identification, estimation, and evaluation in projects.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This document provides an overview of multi-generation project planning (MGPP). MGPPs allow organizations to plan related improvement projects over multiple generations or releases. They help manage scope, capture additional ideas, identify replication opportunities, and communicate how individual projects fit into the overall strategy. The benefits, elements, and an example of an MGPP to reduce Army medical mobilization lead times are described.
This document outlines the 8-step process and tollgate requirements for the Control phase of a National Guard Black Belt training module on continuous process improvement. The 8-step process includes validating problems, identifying performance gaps, setting improvement targets, determining root causes, developing countermeasures, seeing results through key performance indicators, confirming results, and standardizing successful processes. Tollgate requirements for the Control phase mandate updating benefits, standardizing processes, establishing process owner accountability, achieving results, implementing control plans, and creating a storyboard summary.
This document outlines the define phase of an 8-step continuous process improvement (CPI) roadmap. The define phase includes activities like identifying problems, validating the problem statement, establishing strategic alignment, gathering customer input, and creating a goal statement. It also lists required deliverables for the define tollgate, such as a problem statement, goal statement, project scope, timeline, and high-level process map. The document provides an overview of the key elements and documentation needed to properly define a CPI project.
This document outlines improvements made to NASA's independent program review process in fiscal year 2010. It discusses the reviews completed, including 8 program and 20 project reviews. Process improvements included quick look reports, increased coordination, readiness assessments, and streamlining of review documentation. The roles and responsibilities of review board members are covered, including ensuring member competency, currency, and independence. Coordination between review boards and NASA mission directorates and centers is also summarized.
Ejecución del proyecto gestión de problemasProColombia
The document discusses change management, software configuration management, and software defects. It provides information on:
1. Elements of a change management process including submitting change requests, reviewing requests, identifying feasibility, approving changes, and implementing changes.
2. The purpose of configuration management to establish and maintain software integrity throughout a project. It lists elements like configuration identification, change control, and status accounting.
3. Software defects are often caused by poor configuration management when the wrong code versions are used. Timely defect discovery and correction can reduce costs.
This document provides templates and requirements for a Black Belt measure tollgate briefing for a process improvement project. It includes templates for:
- Project charter and timeline
- Detailed "as-is" process map
- Value stream map
- Key input, process, and output metrics
- Operational definitions
The templates require deliverables such as a current state process map, key metrics, data collection plan, baseline statistics, process capability analysis, and estimated benefits. The tollgate ensures projects are properly defined and measured before beginning improvement activities.
This document discusses integrated predictive performance management as a method for effective project management. It involves developing an integrated baseline for technical scope, schedule, and budget that serves as a shared plan. Performance is measured by comparing work completed to the baseline. This allows for predicting future performance and taking early actions to positively impact outcomes. Benefits include integrated performance measurement, a disciplined planning methodology, and improved visibility, accountability, and risk management. The key is for projects to own their baselines which are then status reported and maintained through a change control process.
This document discusses tools and methods for assessing risk in projects. It introduces risk assessment and explains that risk management proactively identifies, assesses, and mitigates risks throughout a project. Several tools are described for assessing risk, including a risk standards matrix, risk identification matrix, and controls assessment matrix. The risk standards matrix prompts consideration of how a project may impact various areas. The risk identification matrix involves brainstorming risks, prioritizing their potential impact and likelihood, and focusing on high impact/likelihood risks. The controls assessment matrix identifies controls to mitigate high priority risks and ensures controls are sufficient.
The document discusses mistake proofing (Poka Yoke) techniques. It provides examples of mistake proofing devices used in various processes to prevent defects from occurring. The key steps in mistake proofing are to identify the defect, its root cause, and develop a device to prevent mistakes and signal errors. Mistake proofing aims to prevent defects at the source of production to improve quality and reduce waste from rework and inspection.
The document outlines an assignment to design a web-based project management system including processes, templates, and functionality, with a focus on using diagrams and drawings over text. It discusses key aspects of project management like the triple constraints of time, scope, and cost as well as processes, communication, documentation, and oversight. The document emphasizes clear and professional presentation of ideas using various techniques to engage clients and explain what's in it for them.
The document discusses a project management approach to source evaluation boards (SEBs) being implemented at NASA's Johnson Space Center. It aims to align SEB processes with project management principles by treating each SEB like a project, focusing on requirements, scheduling, teamwork, and control. Feedback from industry and assessments identified issues like unclear processes and schedules. The new approach establishes common vocabulary, templates, and training to bring more consistency to SEBs handled as projects.
Val Lunz of NASA Goddard Space Flight Center presented best practices for enhancing the Capital Planning Investment Control (CPIC) framework to optimize business portfolio analysis. The CPIC provides a framework to strategically assess IT assets and prioritize investments. Managing the portfolio through sub-portfolios of similar investments and streamlining processes can maximize returns and leverage existing resources. Continuous evaluation and stakeholder involvement are also important to ensure the appropriate investments are selected and controlled in the current fiscal environment.
The document outlines a services framework for business process improvement projects consisting of four phases: 1) Project Selection - identifying high priority opportunities for improvement; 2) Evaluate the Process - defining the current baseline and performing a value-add analysis; 3) Improve the Process - identifying changes to eliminate waste and create an improved process; and 4) Manage the Change - implementing changes, updating documentation, and following up on results. The goal is to select projects aligned with strategic objectives, improve processes by removing non-value add activities, and implement and sustain changes to realize benefits.
The document provides an overview of key project management concepts and terms including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project charters, work breakdown structures, scheduling, earned value management, risk management, and configuration management. It emphasizes the importance of project planning, scope management, and using tools like the work breakdown structure, scheduling, and earned value management to track project performance and predict outcomes.
Guntert Limited provides professional product management and marketing services using Lean Six Sigma methodologies. Lean Six Sigma aims to design out failure and introduce new products or fix problem products quickly through collaborative teamwork and a clear vision. It was introduced to the author through an initial meeting with American engineers in London and focuses on creating the best products consistently through thorough consideration of all factors.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
This document outlines a 5-step methodology for implementing business process reengineering (BPR). The steps are: 1) Developing a process vision and objectives, 2) Defining the processes to reengineer, 3) Understanding and measuring existing processes, 4) Identifying IT levers, and 5) Designing and building a prototype. The methodology focuses on understanding current processes, creating a vision for improved processes, identifying how IT can help, and testing changes through prototypes before full implementation.
Business Process Reengineering | Case studiesSumit Sanyal
Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.
M1 Refresher Training Master Final Version non client linkedinMichele Levasseur
This document provides an overview of Lean Six Sigma training concepts. It discusses:
1) The importance of continuous improvement and why it is a focus for the organization. Continuous improvement aims to make incremental process enhancements over time.
2) An example of defining a Lean Six Sigma project to reduce late invoice payments. The example outlines defining the problem, measuring key metrics, analyzing root causes through tools like fishbone diagrams, and improving the process.
3) Control mechanisms that were implemented as part of the daily process like action logs and control charts to standardize and monitor the improved process.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
The document provides information on root cause analysis tools and methods. It discusses what root cause analysis is, the cause mapping method of root cause analysis, and the basic steps of cause mapping which include defining the issue, analyzing causes, and preventing negative impacts. The document also covers the DMAIC process for process improvement, which includes the phases of define, measure, analyze, improve, and control. It provides examples of various root cause analysis tools that can be used such as fishbone diagrams, brainstorming, data collection plans, FMEAs, Pareto charts, and DPMO calculators.
A model for optimizing process efficiency in multi stream data keying environ...Daniel Hillman
This document discusses optimizing process efficiency in a multi-stream data keying environment through co-mingling workstreams. It identifies challenges with decentralized data keying processes, obstacles to change, and how co-mingling processes can improve seat utilization rates and reduce costs. The document presents a case study of J.P. Morgan Treasury Services co-mingling their data keying processes and provides a framework for analyzing current processes, evaluating alternatives, and documenting expected results of optimization efforts.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
[Process Day 2011] Alec Sharp – Making Process Real Engaging the CXOs RecursoEloGroup
This document summarizes a presentation by Alec Sharp on engaging executives in business process management. Some key points from the presentation include:
1) Executives may not view process management favorably and see it as a threat. Stories and examples can help engage them more than claims of cost savings.
2) Promoting process management based only on claims of reduced costs and improved efficiency may not be effective since all disciplines make similar claims.
3) Starting process initiatives from the middle levels of an organization, rather than the top, can gain more traction initially before bringing executives on board.
4) Processes need to be clearly defined and understood across an organization, as different roles see them differently, and this
Process Day 2010 - Alec Sharp – Making Process Real Engaging the CXOs RecursoEloGroup
The document summarizes a presentation about engaging executives on business process management. It discusses common fears executives have about process and provides strategies for gaining their support. Specifically, it recommends starting initiatives from the middle levels rather than the top, using compelling examples and stories, and focusing on a few key points for executives like having a clear definition of processes and ensuring performance measures align with process goals. It also emphasizes that processes need an owner to resolve conflicts between functional goals.
The interdependance between planning, performance and measurement v printmarkhocknell
What goes wrong with our planning? Why are we always focused on the delivery of our planned actions and yet we rarely see demonstrable change in our results?
Why do we focus on hitting the numbers in our KPI targets, even though we know they don’t really demonstrate the impact of what we do?
To achieve the level of performance we are seeking - we need to change how we plan and what we plan for. Measurement provides a key feedback loop that helps us understand what is working, and what is not. Measurement helps us learn. Organisational learning is key to achieve more with less.
Lean strategies for it support1.9 presentedRoger Brown
This document discusses applying lean principles to IT support organizations. It identifies five lean principles: identify value, map the value stream, create flow, establish pull and seek perfection. It then expands on each principle and how it can be applied to support organizations. For example, it discusses identifying different types of demand, using kanban boards to visualize workflow, and adding new feedback loops from support to earlier stages. The goal is to optimize the entire value stream from product development to support to reduce waste and continually improve.
For CIO's some of their greatest challenges are managing the day to day operations and removing chaos from their schedule. This white paper outlines the approach to be successful in a challenging environment
The document discusses various aspects of designing testing in a perfect versus realistic world. It covers topics such as:
1. What is considered a perfect world for testing and how it differs from reality.
2. The value a tester provides by being the first user to experience a system and find low severity defects.
3. Aspects of a smart test design such as using inputs from multiple sources, limiting dependencies, and focusing on business use cases.
4. How to design tests from start to finish and represent business processes at different design levels.
5. The advantages of different testing approaches and finding a balance point between simplicity and complexity.
6. Ways to present data coverage and
The document summarizes International Justice Mission's redesign of their contact report process. Some key points:
- The original contact reports varied greatly between fundraisers and did not provide useful data.
- IJM redesigned the process starting with stakeholders to identify desired outcomes. They mapped the process backwards to design a user interface to gather needed information.
- The new process was beta tested, implemented with training and reference materials, and feedback was solicited.
- The redesign saved over 680 work hours over two years, led to improved performance reviews, and new applications in other departments. It was considered a success.
Measuring the experience meaningful measurement for service blueprints and ...markhocknell
Applying the PuMP (performance measurement process) to service blueprints and customer journeys means we have two primary ways of developing performance measuring that are meaningful. Firstly, we can align the results we seek from the service delivery with the Results Map for the organisation. Or secondly, we can develop results and measures within the process of the service blueprint or customer journey.
Measuring the experience meaningful measurement for service blueprints and ...markhocknell
Applying the PuMP (performance measurement process) to service blueprints and customer journeys means we have two primary ways of developing performance measuring that are meaningful. Firstly, we can align the results we seek from the service delivery with the Results Map for the organisation. Or secondly, we can develop results and measures within the process of the service blueprint or customer journey.
The document discusses the key aspects of project management including defining goals and scope, developing solutions and specifications, managing timelines and resources, and evaluating outcomes. It provides an overview of the project management cycle and details each stage including clarifying objectives, creating work breakdown structures and schedules, identifying risks, and establishing metrics for measuring success.
Benchmarking is the continuous process of measuring products, services, and practices against competitors or industry leaders to establish goals and drive continuous improvement. The benchmarking process involves 10 steps: 1) identifying what to benchmark, 2) determining competitors to benchmark against, 3) collecting data on competitors, 4) analyzing performance gaps, 5) projecting performance levels, 6) communicating findings, 7) establishing goals, 8) developing action plans, 9) implementing plans and monitoring results, and 10) recalibrating benchmarks. Following this process helps organizations incorporate best practices, gain superiority over competitors, and improve performance.
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Business Value Enhancement Methodology
1. ICQRE - 2011
INTERNATIONAL CONFERENCE ON
QUALITY & RELIABILITY
ENGINEERING
Recent Trends & Future Directions
Theme: Quality - New Frontiers
20th December 2011
RE-ENGINEERING BUSINESS PROCESSES – A
WINNING APPROACH TO TRANSFORM
BUSINESSES USING THE BUSINESS VALUE
ENHANCEMENT METHODOLOGY (BVEM)
-Senthil Anantharaman,
-Tata Communications Limited, Chennai.
- senthil.anantharaman@tatacommunications.com
2. “ The fundamental rethinking and
radical redesign of business processes to
achieve dramatic improvements in critical
modern measures of performance, such
as cost, quality, service, and speed”.
Hammer and Champy
2
3. INTRODUCTION
Business Process Re-Engineering
Goals
Radically redesign organization’s existing resources.
Dramatic improvement in Service, Quality and Speed. Change
Contributes significantly than improving processes.
Differences from Continuous Process Improvement
Massive change in contrast to small changes.
Focus on relations in contrast to parts
Return on investment
Better customer satisfaction/lesser complaints
More net profit
Less cycle time
Opportunities for innovation/ produces new opportunities and markets
Disadvantages
Lowers employees morale
Substantial investment in computers and IT
Reasons for failure in BPR implementations.
3
4. BUSINESS VALUE ENHANCEMENT
METHODOLOGY
(BVEM)
A unique 11 stepped comprehensive BPR methodology
Reduces failures in BPR implementations.
4
5. 11 STEPS IN BVEM
o 1) Create Process Mission.
o 2) Capture Voice of Stakeholders.
o 3) Create SIPOC.
o 4) Draw As –Is Process Maps.
o 5) Create Measurement System Blue Print.
o 6) Conduct Bench Marking.
o 7) Perform Gap Analysis.
o 8) Create To-Be/Future State Process Maps.
o 9) Create Process Tables.
o 10) Create Dashboards.
o 11) Perform Failure Mode Effects Analysis.
5
6. STEP 1 : CREATE PROCESS MISSION
• Why does this process exist?
• For whom does it exist?
• What are our own reasons for setting this process up – what are our drivers?
• Not the same as Process Goals. Precedes and is more generic than goals but
specific in its scope.
Characteristics of a good Process Mission
• Reflects and Represents the values of the Process founders
• Brief, succinct, but clear
• Covers “reason why” the process was set up.
• Specific to what you are delivering
Ex. Process Mission of a traditional restaurant’s kitchen :
To be the first choice in our catchment area for home-like food cooked using
traditional recipes and processes.
From this :
The Stakeholders will be identified
The Vision and Goals will be based on how Stakeholders describe their
expectations form
this process. 6
7. STEP 2 : CAPTURE VOICE OF STAKEHOLDERS
STEP 2.1
•Understanding our stakeholders
•Who are we in business for?
7
8. STEP 2 : CAPTURE VOICE OF STAKEHOLDERS(VOS)
Step 2.2
Understanding Stakeholder Needs
How do you understand???
1.List all Stakeholder groups
2.List roles/levels within each
3.List individual representatives
4.Conduct interview/Record responses
5.Convert to Expectations/Needs in the QFD.
6.Brainstorm metrics
7.Look for measures with high correlation
8
9. STEP 3 : SIPOC - TO SCOPE THE CUSTOMERS
VIEW OF THE PROCESS
Build the SIPOC so it represents the Customer (stake-holder
of the process) view.
Capture this view formally in defining the Output. The Output
defines the sub processes (components ) in the Process
The Process then determines the Input. The Output and the
Input are tangible, physical….and have attributes that are then
measured
The Output coincides with the Start Point.
The Input coincides with the End Point.
9
10. STEP 4 :DRAW AS – IS PROCESS MAPS
•Start with strategic high level L 0’s,
•Proceed to L1’s of each L 0’s
•Proceed to L2’s which are more detailed with activities and
decision boxes
10
11. If you can't describe what you are doing as a
process, you don't know what you are doing." -
Deming
"Measurement is the first step that leads to control
and eventually to improvement. If you can't
measure something, you can't understand it. If you
can't understand it, you can't control it. If you can't
control it, you can't improve it."
- H. James Harrington
"Without a standard there is no logical
basis for making a decision or taking
action."
-Joseph M. Juran
What gets measured gets done, what gets
measured and fed back gets done well,
what gets rewarded gets repeated."
- John E. Jones 11
12. STEP 5 : CREATE MEASUREMENT SYSTEM BLUE PRINT
1.List all metrics/measures
2. Write out operational definition of the metric
3. Identify distinct data elements in each metric
4. For each data element identify certified data source
5. Determine when the data has to be extracted
6. Determine the method of collection
7. Determine the frequency of collection
8. Determine who will collect
Look to have measures that gives us distributions
12
13. STEP 6 : CONDUCT BENCH MARKING
STEPS IN BENCHMARKING
•Select subject
•Define the process
•Identify potential partners
•Identify data sources
•Collect data and select partners
•Determine the gap
•Establish process differences
•Target future performance
•Communicate
•Adjust goal
•Implement
•Review and recalibrate
13
14. STEP 7 : PERFORM GAP ANALYSIS
Goals
• Determines the variance between business requirements and
current capabilities
It identifies gaps between the optimized allocation and integration of
the inputs (resources), and the current allocation level
How to perform??????
Decide the topic/subject you are going to perform gap analysis on
For Ex Revenue, Market share etc.
Identify the As-Is Situation based on attributes.
Identify the goals over a specific time frame.
Identify the current gap and where you would want to be in.
Determine how gap need to be filled …by using 5 M’s.
14
15. STEP 8 :CREATE TO –BE PROCESS MAPS
•Implement the corrections from gap analysis, use lean tools like
VSM and create To – be/Future state process maps.
•Start with strategic high level L 0’s,
•Proceed to L1’s of each L 0’s
•Proceed to L2’s which are more detailed with activities and
decision boxes
15
16. STEP 9 : CREATE PROCESS TABLES
PROCESS TABLE AND ITS ELEMENTS
Key Advantage : Single point of information
Process/Sub Process Names–Each Process and sub process has its own
documentation. Clear link to the Deployment Flow Charts.
•Activity id–In the format 1.1.1.1…The number of places corresponds to the number of
levels of drill down.
•Activity –Description of specific task…taken as is from Deployment flow chart. Verb-
Noun format.
•TAT –standard time for task.
•R–the role(s) Responsible for this activity/task.
•A –the role Accountable –only one and as far down as it will go.
•C –the role(s) that need to be consulted (two-way).
•I –the role(s) that need to be informed (one way).
Input–define at activity level for those activities that need an Input. Develop
format/instructions, link as hyperlinks.
•Source –where the specific input is obtained from.
•Output -define at activity level for those activities that need an Output. Develop format/
instructions, link as hyperlinks.
•Destination-where the specific input is obtained from.
•KPI –For all input and output points examine if a metric is required to ensure success
of the process. 16
17. STEP 10 : CREATE DASHBOARDS
Create dashboards of KPI’s obtained in Process
Table.
Helps to unearth any patterns.
Future resource for continuous improvement
projects applying lean, six sigma etc.
17
18. STEP 11 : PERFORM FMEA
A structured approach to:
•Identify the ways in which a
process can fail to meet critical
customer requirements
•Estimate the risk of specific
causes with regard to these failures
•Evaluate the current control plan
for preventing these failures from
occurring
•Prioritize the actions that should
be taken to improve the process.
18
19. BRINGING ABOUT THE BPR TRANSFORMATION
SOME MIGRATION STRATEGIES
Full cutover to the new process, a phased approach, a pilot
project, or creating an entirely new business unit.
Integration of the new process(/s) with other processes
Consciously managing behavioral as well as structural
change, with both sensitivity to employee attitudes and
perceptions, and a tough minded concern for results.
Use of proper BPM software tool like Case-wise is
prescribed.
19
20. BIBLIOGRAPHY
K.B.Unni, Symposium, Seven Hat Consulting,
Bangalore, India.
Michael Hammer & James Champy, Re-
Engineering The Corporation.
Michael Covert, Successfully Performing BPR,
Visible Systems Corporation, MA, USA.
From Wikipedia, the Free Encyclopedia.
20
21. THANK YOU
VIEWERS
AND
SPECIAL THANKS TO
BE TEAM, TATA COMMUNICATIONS LTD.
21