The document outlines the 8 stages of the Omega Business Change Framework for process management:
1) Discover - Gather facts about current business strategy, processes, people and technology;
2) Analyse - Analyze strategic alignment, process performance, skills, and improvement opportunities;
3) Design - Design new process configurations based on analysis and test multiple solutions;
4) Integrate - Integrate selected process design options;
5) Implement - Implement new processes;
6) Manage - Manage ongoing processes;
7) Control - Control processes;
8) Improve - Continuously improve processes.
The document discusses business processes and business process reengineering (BPR). It defines a system and open/closed systems. BPR aims to fundamentally change how an organization functions to improve performance. It focuses on processes because value is delivered through processes. Principles of BPR include designing processes for customer focus and treating dispersed resources as centralized. BPR methodology includes developing a vision, identifying processes, understanding existing processes, identifying changes, and designing/building a prototype of the new process. Problems can include misunderstanding BPR as downsizing and reducing innovation. Workflow systems automate existing processes while BPR aims for fundamental changes.
Fundamentally rethink how your building works in order to improve tenant service, cut operational costs, and become a world class competitor! This Presentation delivers essential tips for improving building processes to stay competitive in a buy and hold economy.
Presented by: Faraz Memon
What is Business Process Re-Engineering? Why is now the time to Re-Engineer your operations? How to find and locate operational areas to improve upon. The first steps to Re-Engineering your process & benchmarking. How to approach technology decisions & data migration. The best practices for Business Process Re-Engineering
Register to view presentation On-Demand:
http://be.buildingengines.com/Reg-Webinar-On-Demand-BusinessProcess-Reengineering.html
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
The document discusses key factors for sustained success in quality and operational excellence transformations based on lessons from industry leaders. It identifies 7 "laws of physics" that reliable transformations follow: 1) Be clear on the goals and objectives of the transformation; 2) Design and implement transformations holistically, addressing technical, management and organizational components; 3) Approach transformations systematically by accounting for interdependencies across processes and systems; 4) Focus change efforts directly on operational work; 5) Employ adult learning principles in training; 6) Design transformations programmatically with attention to enablers and success factors; 7) Ensure leaders actively support and role model the transformation. Successful transformations require a holistic and systematic approach across the full organization.
The document provides an overview of Lean Six Sigma (LSS) and its key principles and tools. It discusses how Lean focuses on eliminating waste and ensuring smooth workflow, while Six Sigma aims to reduce variation and improve quality. The combination of Lean and Six Sigma in LSS provides a balanced approach that can drive process improvements in any organization. Case studies like Toyota demonstrate how LSS principles like standard work and data-driven decision making can significantly enhance production quality and efficiency. Key takeaways emphasize measuring results from LSS projects and implementing them as a team through defined roles and documented progress.
The document outlines the 8 stages of the Omega Business Change Framework for process management:
1) Discover - Gather facts about current business strategy, processes, people and technology;
2) Analyse - Analyze strategic alignment, process performance, skills, and improvement opportunities;
3) Design - Design new process configurations based on analysis and test multiple solutions;
4) Integrate - Integrate selected process design options;
5) Implement - Implement new processes;
6) Manage - Manage ongoing processes;
7) Control - Control processes;
8) Improve - Continuously improve processes.
The document discusses business processes and business process reengineering (BPR). It defines a system and open/closed systems. BPR aims to fundamentally change how an organization functions to improve performance. It focuses on processes because value is delivered through processes. Principles of BPR include designing processes for customer focus and treating dispersed resources as centralized. BPR methodology includes developing a vision, identifying processes, understanding existing processes, identifying changes, and designing/building a prototype of the new process. Problems can include misunderstanding BPR as downsizing and reducing innovation. Workflow systems automate existing processes while BPR aims for fundamental changes.
Fundamentally rethink how your building works in order to improve tenant service, cut operational costs, and become a world class competitor! This Presentation delivers essential tips for improving building processes to stay competitive in a buy and hold economy.
Presented by: Faraz Memon
What is Business Process Re-Engineering? Why is now the time to Re-Engineer your operations? How to find and locate operational areas to improve upon. The first steps to Re-Engineering your process & benchmarking. How to approach technology decisions & data migration. The best practices for Business Process Re-Engineering
Register to view presentation On-Demand:
http://be.buildingengines.com/Reg-Webinar-On-Demand-BusinessProcess-Reengineering.html
The document discusses various business process improvement (BPI) tools and techniques that can be used to analyze, measure, and enhance business processes. It describes tools like process modeling, check sheets, surveys, interviews, brainstorming, and the nominal group technique. Process improvement aims to reduce costs, improve efficiency, enhance quality, and reduce cycle times through methods for analyzing "as-is" processes, defining opportunities, and designing improved "to-be" processes.
The document discusses key factors for sustained success in quality and operational excellence transformations based on lessons from industry leaders. It identifies 7 "laws of physics" that reliable transformations follow: 1) Be clear on the goals and objectives of the transformation; 2) Design and implement transformations holistically, addressing technical, management and organizational components; 3) Approach transformations systematically by accounting for interdependencies across processes and systems; 4) Focus change efforts directly on operational work; 5) Employ adult learning principles in training; 6) Design transformations programmatically with attention to enablers and success factors; 7) Ensure leaders actively support and role model the transformation. Successful transformations require a holistic and systematic approach across the full organization.
The document provides an overview of Lean Six Sigma (LSS) and its key principles and tools. It discusses how Lean focuses on eliminating waste and ensuring smooth workflow, while Six Sigma aims to reduce variation and improve quality. The combination of Lean and Six Sigma in LSS provides a balanced approach that can drive process improvements in any organization. Case studies like Toyota demonstrate how LSS principles like standard work and data-driven decision making can significantly enhance production quality and efficiency. Key takeaways emphasize measuring results from LSS projects and implementing them as a team through defined roles and documented progress.
Business process improvement focuses on examining all factors that contribute to a process to make things better rather than blaming individuals. Improving processes allows companies to serve customers better, adapt to market changes, maximize opportunities, and reduce inefficiencies. The benefits of business process improvement include looking at how work is performed, leveraging employees' collective knowledge through teamwork, and eliminating waste. Key steps involve gaining senior leadership commitment, communicating the importance of improvement, selecting a process to improve, determining required resources, and institutionalizing the improved process.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
BPR at Lady Harding Hospital New DelhiAnand Madhav
The document summarizes Genpact's implementation of a pilot project to optimize emergency room services at Lady Hardinge Medical College and its associated hospitals in New Delhi. The pilot used Genpact's Smart Enterprise Processes methodology to significantly improve patient care and experience by faster access to care, segregating patient flow, and reducing overcrowding. Key challenges addressed included long wait times, high patient volumes, and a lack of standard processes. The methodology established measurable goals, mapped processes, identified performance gaps against benchmarks, and provided an implementation roadmap to achieve business impact.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
With the release of my ebook "Managing Business Process Improvement available on Amazon (Link provided in presentation) I wanted to update this file.
Everyone involved with running a business, functional group, or project looks for ways to do things better. This usually means doing things faster, with better quality, or at lower cost. At its core, doing things better is the essence of Business Process Improvement (BPI).
This presentation is excerpted from Managing Business Process Improvement: Navigate the Turbulence and Get to Your Destination (published September 2017) and can be traced to a white paper I wrote in 2002 while working on a process to improve an order management system. As I developed insights from my experience, as well as from other people’s work, I would periodically update the white paper. As I surveyed the available literature on business process improvement, I realized that, even though a great deal of very good information was readily available, a gap still existed between the theory of business process improvement and its implementation. In particular, I bring the perspective of someone who had to live with the business processes that were put in place, as opposed to consulting on the processes and then leaving. I concluded that a short book providing a practical step-by-step management methodology on how to put the theory of business process improvement into practice would be worthwhile.
My interest in business processes began in earnest during my tenure at Cypress Semiconductor. Cypress’s founder, TJ Rodgers, strived to optimize every aspect of the company. Consequently, even from its startup days, Cypress worked hard to hone business process that it deemed critical to its core operations. During my 18 years at Cypress, I was initially responsible for new process technologies and eventually went on to assume responsibility for Cypress’s Memory Products Division. Having started with Cypress when its annualized revenue was approximately $60 million and working there until its revenue exceeded $1 billion, I was able to work on a wide variety of business processes at different stages of the company’s maturity. These business processes involved almost all aspects of the company: new technology and product development, quality, operations, product pricing, strategy, human resources, and M&A.
The document outlines a process improvement project for a finance and planning department with the goals of increasing efficiency, accuracy, effectiveness, skills, and communication. The methodology includes defining goals and deliverables, analyzing the current situation, assessing targets for change, creating a procedural manual, implementing the new process, measuring results using six sigma concepts, and training end users to transition to the new process.
The document summarizes a project to improve the process of conducting consumer surveys for a water meter installation project in Ahmedabad, India. It defines the problem statement and scope, reviews the current process and identifies key performance indicators. Causes of inefficiencies are identified through a fishbone diagram and Pareto analysis. Proposed improvements include using an improved survey app, superimposing maps, assigning single grids and structures to markers, dividing mapping into pre-mapping and mapping, and replacing markers with crayons. The improvements aim to reduce time taken while retaining costs.
software maintenance takes up 60-70% of software organization resources. To avoid surplus efforts in maintaining a legacy system we use a method of re-engineering the old software so that it can adapt to the new environment. Slides describes the re-engineering process which is considered to be a pro for legacy systems but they do even have risks which has to be accounted for.
For a copy of this presentation - please email marketing@leonardo.com.au
Process Measurement is critical in ensure successful process based management
It needs to be aligned and based on your view of the organisation i.e. your process architecture
It is the means of governing process performance
It is the key enabler for demonstrating process change
It supports and it part of the ongoing nurturing of a process mindset – which includes a measurement friendly culture
Understanding and managing process performance i.e. measures improves the organisation’s process capability
This document appears to be a dissertation submitted by Dhrubaji Mandal for a PGDM (Post Graduate Diploma in Management) at the Management Development Institute in Gurgaon, India. The dissertation focuses on business process management (BPM) at One97 Communications, an Indian mobile payments company. Over the course of 7 sections and 27 pages, the dissertation discusses BPM strategies and implementation, managing business process improvement initiatives, critical success factors for BPM, and how One97 Communications has benefited from adopting an agile BPM methodology.
The reason behind success or failure for implemententation of Business Proces...Sana Fatima
article based on supply chain management related to Business Process Reeingeneering by Majed Al-Mashari and Mohamed Zairi in year 1999, published in Business Process Management
Journal,
Business continuity - 5 key steps to effective business impact analysismoranjustin
This document discusses the importance of business impact analysis for developing an effective business continuity and IT disaster recovery plan. It outlines that RCU engagements in 2014 found incomplete BCPs and lack of testing. Failure to have a formal BCP can disrupt member services, make business-critical information unavailable, and result in insufficient IT system resilience. The document then provides the top 5 key steps to conducting a business impact analysis to properly prioritize processes, identify resource dependencies, determine acceptable downtimes, prioritize restoration, and inform recovery strategies. It also includes a sample classification system to categorize systems as critical, vital, sensitive, or non-critical.
The governance maturity assessment identified an overall maturity level of 2, indicating some repeatable governance processes. Recommendations include chartering cross-enterprise governance committees, developing architectures to guide improvements, and requiring compliance with architectures and policies. Managing core capabilities, empowering technical providers, and defining issue escalation are also recommended to improve governance maturity. The assessment highlights the need for collaboration between business and IT leaders at strategic, tactical, and operational levels of governance.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
IKEA implemented a new process for customers to pull their own inventory which has been in effect for over a year. The process change aimed to improve customer retention. The report analyzes activity, performance, and problems with the new process. It found that the process has empowered employees and customers, improved the customer experience, and led to more efficient activities. However, challenges include software variables, employee training, and process evolution over time. Overall, the new process has benefited IKEA and its customers.
Finance Process Optimization - Mapping the Journey to High PerformanceStephen G. Lynch
The document discusses using the Six Sigma model to optimize finance processes, which includes 5 steps: define, measure, analyze, improve, and control processes to enhance service delivery, drive out costs, and deliver value to stakeholders. It provides details on each step, such as defining customers and requirements, measuring baseline metrics and costs, analyzing performance gaps against benchmarks, and prioritizing improvement opportunities based on factors like critical processes and inefficiency. The goal is to transform processes through the Six Sigma methodology to meet stakeholder expectations.
This document discusses fast close management challenges and outlook. It defines fast close as actions taken to accelerate financial closures while ensuring data quality. Some key points made include:
- Fast close involves thoroughly reviewing processes, tools, and rationalizing steps to reduce bottlenecks and speed up reporting.
- The objectives are to produce financial and operational information as quickly as possible to facilitate decision making.
- Implementing a fast close plan typically involves auditing the reporting process and defining action plans targeting people, processes, and systems.
- Actions may include improving training and communication, reengineering processes, and automating tasks with dedicated software.
Introduction to Business Processes - Part IIcommandeleven
This document discusses business processes and business process management. It defines a business as individuals interacting to deliver value to customers, a business process as a set of activities to achieve a goal, and business process management as the disciplined approach to identify, design, execute, measure and control business processes. The document also discusses how business process management requires modeling processes, ongoing measurement, and a significant organizational commitment through new roles and structures.
Regulations and standards have evolved in response to issues revealed by the 2007 financial crisis. Basel 2 aimed to better capture credit, market, and operational risk, while Basel 2.5 focused on risks from extreme events and Basel 3 aimed to strengthen capital requirements and address systemic risk and liquidity risk. Accounting standards like IFRS 9 and IFRS 13 also evolved to converge with prudential rules regarding areas like impairment models and fair value measurement. The standards have broadened in scope to establish more comprehensive frameworks for risk management across different areas.
This document discusses two methods for calculating Value-at-Risk (VaR): 1) Assuming a normal distribution of portfolio returns and using a GARCH model to estimate conditional volatility, and 2) A nonparametric bootstrap method. The normal distribution assumption is appropriate only during calm periods but will underestimate risk during turbulent times. The bootstrap method does not rely on distributional assumptions and better accounts for uncertainty in conditional variance dynamics to provide more accurate VaR estimates. An empirical exercise applies the two methods to the CAC40 index to demonstrate how the normal distribution method fails VaR tests during turbulence while the bootstrap method passes.
Business process improvement focuses on examining all factors that contribute to a process to make things better rather than blaming individuals. Improving processes allows companies to serve customers better, adapt to market changes, maximize opportunities, and reduce inefficiencies. The benefits of business process improvement include looking at how work is performed, leveraging employees' collective knowledge through teamwork, and eliminating waste. Key steps involve gaining senior leadership commitment, communicating the importance of improvement, selecting a process to improve, determining required resources, and institutionalizing the improved process.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
BPR at Lady Harding Hospital New DelhiAnand Madhav
The document summarizes Genpact's implementation of a pilot project to optimize emergency room services at Lady Hardinge Medical College and its associated hospitals in New Delhi. The pilot used Genpact's Smart Enterprise Processes methodology to significantly improve patient care and experience by faster access to care, segregating patient flow, and reducing overcrowding. Key challenges addressed included long wait times, high patient volumes, and a lack of standard processes. The methodology established measurable goals, mapped processes, identified performance gaps against benchmarks, and provided an implementation roadmap to achieve business impact.
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in performance metrics like cost, quality, service, and speed. It means "starting over" rather than incrementally changing existing processes. BPR aims to identify and remove non-value adding activities, minimize various checks and reconciliations, and provide customers with a single point of contact. Challenges to BPR include identifying customer needs and performance problems, managing the initiative, and facilitating organizational changes. Critical success factors include clear vision, top management commitment, focus on core processes, and change management.
With the release of my ebook "Managing Business Process Improvement available on Amazon (Link provided in presentation) I wanted to update this file.
Everyone involved with running a business, functional group, or project looks for ways to do things better. This usually means doing things faster, with better quality, or at lower cost. At its core, doing things better is the essence of Business Process Improvement (BPI).
This presentation is excerpted from Managing Business Process Improvement: Navigate the Turbulence and Get to Your Destination (published September 2017) and can be traced to a white paper I wrote in 2002 while working on a process to improve an order management system. As I developed insights from my experience, as well as from other people’s work, I would periodically update the white paper. As I surveyed the available literature on business process improvement, I realized that, even though a great deal of very good information was readily available, a gap still existed between the theory of business process improvement and its implementation. In particular, I bring the perspective of someone who had to live with the business processes that were put in place, as opposed to consulting on the processes and then leaving. I concluded that a short book providing a practical step-by-step management methodology on how to put the theory of business process improvement into practice would be worthwhile.
My interest in business processes began in earnest during my tenure at Cypress Semiconductor. Cypress’s founder, TJ Rodgers, strived to optimize every aspect of the company. Consequently, even from its startup days, Cypress worked hard to hone business process that it deemed critical to its core operations. During my 18 years at Cypress, I was initially responsible for new process technologies and eventually went on to assume responsibility for Cypress’s Memory Products Division. Having started with Cypress when its annualized revenue was approximately $60 million and working there until its revenue exceeded $1 billion, I was able to work on a wide variety of business processes at different stages of the company’s maturity. These business processes involved almost all aspects of the company: new technology and product development, quality, operations, product pricing, strategy, human resources, and M&A.
The document outlines a process improvement project for a finance and planning department with the goals of increasing efficiency, accuracy, effectiveness, skills, and communication. The methodology includes defining goals and deliverables, analyzing the current situation, assessing targets for change, creating a procedural manual, implementing the new process, measuring results using six sigma concepts, and training end users to transition to the new process.
The document summarizes a project to improve the process of conducting consumer surveys for a water meter installation project in Ahmedabad, India. It defines the problem statement and scope, reviews the current process and identifies key performance indicators. Causes of inefficiencies are identified through a fishbone diagram and Pareto analysis. Proposed improvements include using an improved survey app, superimposing maps, assigning single grids and structures to markers, dividing mapping into pre-mapping and mapping, and replacing markers with crayons. The improvements aim to reduce time taken while retaining costs.
software maintenance takes up 60-70% of software organization resources. To avoid surplus efforts in maintaining a legacy system we use a method of re-engineering the old software so that it can adapt to the new environment. Slides describes the re-engineering process which is considered to be a pro for legacy systems but they do even have risks which has to be accounted for.
For a copy of this presentation - please email marketing@leonardo.com.au
Process Measurement is critical in ensure successful process based management
It needs to be aligned and based on your view of the organisation i.e. your process architecture
It is the means of governing process performance
It is the key enabler for demonstrating process change
It supports and it part of the ongoing nurturing of a process mindset – which includes a measurement friendly culture
Understanding and managing process performance i.e. measures improves the organisation’s process capability
This document appears to be a dissertation submitted by Dhrubaji Mandal for a PGDM (Post Graduate Diploma in Management) at the Management Development Institute in Gurgaon, India. The dissertation focuses on business process management (BPM) at One97 Communications, an Indian mobile payments company. Over the course of 7 sections and 27 pages, the dissertation discusses BPM strategies and implementation, managing business process improvement initiatives, critical success factors for BPM, and how One97 Communications has benefited from adopting an agile BPM methodology.
The reason behind success or failure for implemententation of Business Proces...Sana Fatima
article based on supply chain management related to Business Process Reeingeneering by Majed Al-Mashari and Mohamed Zairi in year 1999, published in Business Process Management
Journal,
Business continuity - 5 key steps to effective business impact analysismoranjustin
This document discusses the importance of business impact analysis for developing an effective business continuity and IT disaster recovery plan. It outlines that RCU engagements in 2014 found incomplete BCPs and lack of testing. Failure to have a formal BCP can disrupt member services, make business-critical information unavailable, and result in insufficient IT system resilience. The document then provides the top 5 key steps to conducting a business impact analysis to properly prioritize processes, identify resource dependencies, determine acceptable downtimes, prioritize restoration, and inform recovery strategies. It also includes a sample classification system to categorize systems as critical, vital, sensitive, or non-critical.
The governance maturity assessment identified an overall maturity level of 2, indicating some repeatable governance processes. Recommendations include chartering cross-enterprise governance committees, developing architectures to guide improvements, and requiring compliance with architectures and policies. Managing core capabilities, empowering technical providers, and defining issue escalation are also recommended to improve governance maturity. The assessment highlights the need for collaboration between business and IT leaders at strategic, tactical, and operational levels of governance.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
IKEA implemented a new process for customers to pull their own inventory which has been in effect for over a year. The process change aimed to improve customer retention. The report analyzes activity, performance, and problems with the new process. It found that the process has empowered employees and customers, improved the customer experience, and led to more efficient activities. However, challenges include software variables, employee training, and process evolution over time. Overall, the new process has benefited IKEA and its customers.
Finance Process Optimization - Mapping the Journey to High PerformanceStephen G. Lynch
The document discusses using the Six Sigma model to optimize finance processes, which includes 5 steps: define, measure, analyze, improve, and control processes to enhance service delivery, drive out costs, and deliver value to stakeholders. It provides details on each step, such as defining customers and requirements, measuring baseline metrics and costs, analyzing performance gaps against benchmarks, and prioritizing improvement opportunities based on factors like critical processes and inefficiency. The goal is to transform processes through the Six Sigma methodology to meet stakeholder expectations.
This document discusses fast close management challenges and outlook. It defines fast close as actions taken to accelerate financial closures while ensuring data quality. Some key points made include:
- Fast close involves thoroughly reviewing processes, tools, and rationalizing steps to reduce bottlenecks and speed up reporting.
- The objectives are to produce financial and operational information as quickly as possible to facilitate decision making.
- Implementing a fast close plan typically involves auditing the reporting process and defining action plans targeting people, processes, and systems.
- Actions may include improving training and communication, reengineering processes, and automating tasks with dedicated software.
Introduction to Business Processes - Part IIcommandeleven
This document discusses business processes and business process management. It defines a business as individuals interacting to deliver value to customers, a business process as a set of activities to achieve a goal, and business process management as the disciplined approach to identify, design, execute, measure and control business processes. The document also discusses how business process management requires modeling processes, ongoing measurement, and a significant organizational commitment through new roles and structures.
Regulations and standards have evolved in response to issues revealed by the 2007 financial crisis. Basel 2 aimed to better capture credit, market, and operational risk, while Basel 2.5 focused on risks from extreme events and Basel 3 aimed to strengthen capital requirements and address systemic risk and liquidity risk. Accounting standards like IFRS 9 and IFRS 13 also evolved to converge with prudential rules regarding areas like impairment models and fair value measurement. The standards have broadened in scope to establish more comprehensive frameworks for risk management across different areas.
This document discusses two methods for calculating Value-at-Risk (VaR): 1) Assuming a normal distribution of portfolio returns and using a GARCH model to estimate conditional volatility, and 2) A nonparametric bootstrap method. The normal distribution assumption is appropriate only during calm periods but will underestimate risk during turbulent times. The bootstrap method does not rely on distributional assumptions and better accounts for uncertainty in conditional variance dynamics to provide more accurate VaR estimates. An empirical exercise applies the two methods to the CAC40 index to demonstrate how the normal distribution method fails VaR tests during turbulence while the bootstrap method passes.
Connaître la réforme de Bâle II - Bâle III dans son ensemble , Maîtriser les différentes approches introduites par la réforme de Bâle II , Savoir appréhender les impacts de la réforme
Bâle III et ses implications
Objectifs et enjeux
Historique des objectifs et de la mise en place de Bâle II
Les raisons de l’évolution Bâle III
3 piliers de Bâle II, vers Bâle III…
Pilier 1 : les exigences de solvabilité et de liquidité face aux risques
Evolution des ratios réglementaires
Zoom sur les différents ratios
Calendrier de mise en place
Pilier 2 : la procédure de surveillance et le contrôle des risques
Exigences et implications pour les banques
Pilier 3 : la discipline de marché et la transparence
Renforcement des Fonds propres
Contrôle des risques (crédit, opérationnels)
Renforcement du reporting réglementaire (SURFI)
Impacts de la réforme
Sur l’organisation interne
Sur les opérations clientèle et les stratégies de la banque
Sur les marchés financiers
Le projet Solvency 2 pour les Compagnies d’Assurance
Après Bâle III, les travaux en cours du Comité de Bâle
Voir notre formation Réforme de Bâle II et ses implications, vers Bale III:
http://formation.actions-finance.com/reforme-de-bale-ii-et-ses-implications-vers-bale-iii/
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Risk Appetite: A new Menu under Basel 3? Pieter Klaassen (UBS - Firm-wide Risk Control & Methodology) voor het Zanders Risicomanagement Seminar 1 november 2012
The document discusses approaches to performance optimization through productivity and quality improvement. It describes:
1) Combining Lean and "Day in Life Of" (DILO) approaches to define a customized optimization project, with Lean taking a top-down holistic view and DILO a bottom-up operational focus.
2) How DILO quantitatively measures task times and qualitatively observes processes to identify bottlenecks and improvements.
3) A three-phase methodology involving diagnosing current issues, identifying root causes, and recommending optimized processes, organization, and implementation plans.
This document discusses business process reengineering (BPR). It begins by describing how traditional vs. transformed organizations differ, with transformed organizations having more networked structures, knowledge workers, flexibility, customer orientation, and team efforts. It then discusses drivers for BPR like changing customer demands and technology. BPR is defined as fundamentally redesigning operations to dramatically improve cost, quality, and cycle time. The document outlines six principles for BPR and the typical organizational structure. It details the nine dimensions of executing BPR, including establishing business direction, scoping processes for redesign, designing new processes, aligning infrastructure to support new processes, implementation planning, implementation, and change management. Case studies demonstrate benefits like reducing work and costs.
Business Management techniques and importanceALISHBAAZAM3
Business process engineering involves analyzing and designing current business processes to develop new methods for optimizing processes. This improves efficiency, effectiveness, productivity, and reduces operational costs. Business process engineering facilitates process optimization, automation, improved customer service, and cost reduction. It fosters continuous improvement and allows organizations to adapt quickly. Critical success factors include strong leadership, clear goals, understanding customers, effective project management, and communication. Potential failure points include unclear definitions, unrealistic expectations, inadequate resources, taking too long, lack of sponsorship, and wrong scope.
This document provides an overview of software process improvement. It discusses key topics like process and product quality, process classification, measurement, analysis and modeling, change, and the CMMI process improvement framework. The CMMI model assesses processes across 24 areas and rates them on a scale of 1 to 5 to determine an organization's process capability profile. Process improvement involves analyzing current processes, standardizing practices, implementing measurements, and enacting changes driven by measurable goals.
The document discusses different business process improvement methodologies including Kaizen, Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It provides definitions and comparisons of each methodology. The key points are:
- Kaizen focuses on continuous incremental improvements through standardizing processes. Lean aims to eliminate waste and non-value added activities to increase process speed. Six Sigma uses data to reduce defects and variability.
- Lean Six Sigma combines the approaches of both Lean and Six Sigma. Design for Six Sigma aims to design new processes and products to meet customer expectations from the start.
- There is no single "best" methodology as it depends on an organization's needs and current state. A combination of methodologies
The document discusses different business process improvement methodologies including Kaizen, Lean, Six Sigma, Lean Six Sigma, and Design for Six Sigma. It provides definitions and comparisons of each methodology. The key points are:
- Kaizen focuses on continuous incremental improvements through standardizing processes. Lean aims to eliminate waste and non-value added activities to increase process speed. Six Sigma uses data to reduce defects and variability.
- Lean Six Sigma combines the approaches of both Lean and Six Sigma. Design for Six Sigma ensures new products and processes meet customer expectations from the start.
- There is no single "best" methodology as it depends on an organization's needs. A combination of approaches may be most effective. Process mapping
This document discusses business process reengineering (BPR). It begins by defining BPR as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. The document then outlines the key characteristics of BPR including that it aims for radical rather than incremental change and focuses on end customers and cross-functional processes. The rest of the document details the BPR life cycle and provides guidance on success factors, limitations and how to successfully implement BPR within an organization.
Evidencia 7 Taller Talking about Logistics workshop.pptxCAMILOBELTRAN29
This document discusses key aspects of efficient logistics including costs, products, place, and procedures. It emphasizes using available technologies to boost companies and improve logistics services accuracy. Some warehouse optimization strategies mentioned include installing mezzanines, adjusting aisle widths, changing storage media, and using trailer storage. The document also discusses transportation management's role in supply chain processes and how information technologies are transforming societies by reducing costs and increasing efficiency and productivity. Performance feedback is described as an important part of evaluating work teams. Finally, Six Sigma, Lean Thinking, and Theory of Constraints process improvement methodologies are briefly outlined and compared in terms of their focuses and guidelines.
This document summarizes Malcolm Sanders' submission for Lean Practitioner accreditation. It details his experience implementing Lean tools at Waltham Cross and Linford sites, including performance meetings, continuous improvement, 5S, process mapping, and encouraging staff involvement. It then describes a project to streamline the R&A management information process at Linford, which involved process mapping, identifying duplication and non-value-added steps, and implementing a revised process that reduced the time spent on the task by 30 minutes per day.
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
This document discusses continuous process improvement and problem solving methods. It begins by defining key terms like process, input, output, and the input-output process model. It then discusses Juran's trilogy of quality planning, quality control, and quality improvement. Various improvement strategies are discussed like repair, refinement, renovation, and reinvention. The document also covers different types of problems like compliance, unstructured, efficiency, process design, and product design. It explains the PDSA (Plan-Do-Study-Act) cycle and how it is used for continuous improvement. Finally, the seven phases of the problem solving method are outlined, beginning with identifying opportunities for improvement.
The document discusses lean manufacturing, which aims to eliminate waste in production through continuous improvement. It provides an overview of lean principles like visual controls, balanced flow, and one-piece flow. The key is to optimize processes from the customer's perspective by removing activities that do not add value. The document then outlines UHY Advisors' approach to lean implementation, which involves an initial operational assessment and process review to establish a lean strategy and vision tailored to the client.
This document discusses designing for benefits realization using a Lean approach. It begins with an introduction to Lean thinking, defining it as a process-oriented system that can deliver enhanced performance for customers. It then discusses designing for benefits realization at the strategic level, including agreeing on a change agenda through hoshin planning and establishing program governance. The document also covers consideration of the landscape being changed using Lean principles like standardizing processes and aligning resources to work. Managing the transition from projects to business as usual is discussed as well.
Lean Innovation for Micro Enterprises Module 7 Lean Innovation ProcessesBanbridgeDistrictEnt
The document discusses various lean innovation processes that businesses can use to improve efficiency and meet changing customer needs. It describes approaches like Lean Six Sigma, DMAIC, PDCA cycles, 5S, and business process reengineering. These focus on eliminating waste, improving quality, incorporating continuous improvement, and radically redesigning processes. Implementing such lean processes can help businesses shorten production times, reduce costs and defects, and enhance customer satisfaction. The document provides examples and advice on how small companies can apply these techniques.
This document discusses various topics related to IT success in the 21st century including gaining competitive advantage during downturns through strategic IT investment, the importance of IT governance, the differences between project management and the system development life cycle (SDLC), trends like virtualization and cloud computing, and the importance of quality and organizational change management. It provides insights from industry experts on these topics and strategies for IT organizations to be successful.
The document summarizes chapters 13 and 14 about systems as planned organizational change and managing projects. It discusses the four types of structural organizational changes enabled by IT: automation, rationalization, business process reengineering, and paradigm shifts. It provides examples of how business process reengineering using IT improved processes and reduced costs. It also describes the objectives and importance of project management, as well as challenges in managing global projects.
Processes should be reengineered when:
1) Customers are demanding more, competition is intense, and the ability to change quickly is required to survive.
2) Incremental improvements are no longer sufficient and dramatic changes are needed.
3) A process is a core competency and redesigning it could lead to significant gains in cost, quality, service or speed.
The document discusses how combining lean, Six Sigma, and business process management (BPM) can enhance process excellence programs. It provides overviews of each method:
- Lean focuses on reducing waste and increasing flow to minimize resources and maximize customer value.
- Six Sigma aims to identify and remove defects and sources of variation.
- BPM focuses on managing processes to improve agility and performance through modeling, automation, execution, and measurement.
While each has different focuses, their overall goals are the same - improving processes using data and removing waste. The document discusses how applying their principles together through BPM can provide business value.
The document discusses upcoming changes in banking regulation, focusing on benchmarking of internal models used to calculate capital requirements. Key points include:
- Regulators aim to standardize calculations and reduce inconsistencies between banks through benchmarking portfolios and comparing risk-weighted assets.
- This will move regulation from individual bank oversight to an industry-wide, top-down approach where deviations from market averages could lead to sanctions.
- Banks will need to strengthen controls, optimize risk management, and may need to redesign some internal models to align with benchmarks and new standardized methodology.
Chappuis Halder & Cie is a consulting firm that specializes in financial services. They propose a "Kick-Boost-Launch Approach" to help banks develop digital strategies. This involves workshops to understand opportunities, benchmarking best practices, and defining a multi-year roadmap. Their presentation outlines the major changes in banking driven by new technologies and customers' shifting expectations towards more personalized, convenient digital experiences. It also identifies areas banks can improve and innovate, such as operational efficiency, new business models, and targeting underserved customer segments through digital channels.
Digitalization is transforming the banking industry and customer expectations. Private banks must move from product-centric to client-centric approaches using digital enablers to both improve operations and innovate new services. This includes addressing new markets through tailored user experiences, developing community features, and becoming a trusted place for financial and social support through protection, empowerment, guidance, and intimacy.
This document discusses regulations and standards that govern the banking system. It provides context on factors that drive regulations, including the 2007-2008 financial crisis which revealed shortcomings in risk management. Major standards discussed include Basel II, Basel 2.5, Basel III, IFRS 9, and IFRS 13. Each standard addresses specific objectives like strengthening capital requirements, managing liquidity risk, and increasing transparency. The document also outlines the principles and objectives of the various standards, with a focus on Basel II, Basel 2.5, and how they aim to improve risk measurement and management.
Energy markets have been subject to deep structuring changes in the last few years. Discover CH&Cie's commodities offer and our 5 key levers to be successful on the competition arena
The Volcker Rule, a part of the Dodd-Frank Wall Street Reform and Consumer Protection Act, was adopted on December 10, 2013. Check out how CH&Cie can help your organization implement it
In this article, we review the basics of Bitcoin, its main characteristics and opportunities as well as interesting innovations that have recently been developed in various parts of the world.
Key learnings of recent AQR & CCAR exercises suggest that some significant moves are required to fulfil market & regulators expectations. In this context, CH&Cie is pleased to share with you the latest developments in implementing stress testing as well as best practices
In the current demanding environment, Financial Institutions are facing a complex challenge: attract new clients while keeping a strict cost effective approach and coping with local and global regulations.
CH&Cie takes you through the stakes and key success factors to to increase attractiveness and customer satisfaction.
HR departments are deeply evolving from administrative-focused to business-focus organizations. Thanks to its in-depth knowledge on IT&Ops, CH&cie takes you through the context and stakes of this transformation
This document discusses the roles and responsibilities of various parties in the pricing and validation process at a bank. Finance has overall responsibility for financial reporting and delegates pricing and valuation control to other functions. Risk is responsible for approving models and setting market parameters. Front office is responsible for deal execution while middle office validates standard parameters and produces P&L statements. Operations ensures accurate deal representation in systems.
How to Implement a Real Estate CRM SoftwareSalesTown
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
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• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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2. 2
Chappuis Halder & Cie has managed numerous projects of restructuration and reorganization for leading international companies
Lean & “A Day in Life Of” approaches
Outsourcing & Offshoring
IT Transformation Programs
Efficiency optimization
Costs reduction
Productivity and quality improvement
Automating processes
Increase efficiency via tools and process automation and by avoiding manual treatments:
Enormous technical challenges
Requires process streamlining to take advantage of the new capabilities
Decreasing compensation costs
Reduce compensation costs by reallocating staff on a job-by-job or activity-by-activity basis, however:
Benefit is now eroding rapidly in the most popular offshoring centers
De-multiplication of intermediaries may increase the risk for error and delay
Minimizing waste and variability
Make processes more accurate, timely and efficient by improving:
The alignment of operating teams
The balancing of capacity and workloads
The transparency of information flows
Methodology described in the present document
1
2
3
3. 3
Combine respective advantages of LEAN top-down approach with DILO bottom-up one to define a customized project
LEAN
Anchored on an innovative mix between holistic and operational theories, our approach enables us to achieve process optimization and cost reduction both from a global and a detailed perspectives, while ensuring a high level of implication with the operational teams
LEAN methodology relies mostly on brainstorming in a top-down fashion
It aims at improving efficiency and productivity by taking an holistic approach: studying processes in their entirety rather than focusing on specific activities or individual functions
Taking this global perspective is particularly essential within complex, highly sophisticated processes and environments, not well captured via operational approaches
DILO
DILO “ A day in Life of” is a bottom up approach which relies on detailed tasks and process observation and analysis
Granular analysis is performed task by task and aims at identifying operational failures or inefficiencies in order to improve the whole process
The DILO approach allows us to identify very accurately optimization opportunities often neglected in holistic approaches and offers a true proximity with the operational teams
4. 4
The LEAN comprehensive approach to reducing waste and variability has proved to be very efficient in the Financial Services sector
•Better define the data expected and needed by each department to be efficient
•Define which data is necessary and adapt systems accordingly, centralize data as much as possible
Data Management
1
Process optimization
2
Errors reduction
3
Communication
4
Schedule management
5
Over-production avoidance
6
Limit down times
7
•Identify the unnecessarily long processes or sequences
•Identify tasks performed twice and correct the process accordingly
•List the most frequent errors and implement new processes to avoid them
•Mainly, identify operational risks, input mistakes, deficient controls, inconsistent compliance rules…
•Point out failures in the communication processes
•Propose actions to improve their efficiency, systematically try to decrease the number of intermediaries
•List the main interruptions in a work day: breaks, meetings, etc.
•Optimize time-schedule to decrease the number of interruptions (avoid non-stop meetings)
•Avoid multiple and unnecessary reporting
•Perform stickiness assessment
•Identify lack of automation instances
•Decrease validation down times
•For transversal tasks (across several departments), improve work organization by increasing visibility on each team member’s activities
•Keep only the essential second level controls
The goals are to reach more accurate, efficient and less risky processes, meeting deadlines via:
•Resources allocation optimization
•Just-in-time processes
•Dropping process outcomes variability
•Increasing information circulation speed and transparency
•Process redesign
•Errors minimization
Description
Benefits
A focus on competencies and expertise underutilization can be added to the 7 other factors and be complementary, as it is often a key issue in FS
The LEAN methodology is structured around 7 “Mudas”, used as user- friendly tool to identify the opportunities of costs reduction and process optimization
Advantages
5. 5
DILO method focuses on the operational challenges and assesses in detail “field costs”, quality and risks for each process
The quantitative approach is based on the measurement of the average time for each task:
Identification of the main bottlenecks
Identification of under-efficient areas
This implies spending a day “shadowing” a person involved the process being studied
The subject’s activities are observed and recorded, then analyzed to identify opportunities
Sampling of a larger number of people with the same role might be required in order to assess the frequency of process breakdown and to quantify the impact of the improvement opportunity
The analysis should be conducted on a normal day (not during a rush or quiet period)
The qualitative approach is based on what is observed by the employees:
Problems observed and operational constraints identified
Causes of the main failures and waste
Best practices identified and appropriate solutions to be communicated to the other teams
Interviews allow us to:
Describe what activities make up the process being studied
Understand their precise nature
Identify roadblocks to getting work done and collect ideas for improvements
Too often neglected, this phase is essential as it facilitates communication on the project, involves employees and secures their proactive participation
A quantitative approach combined with…
… a qualitative one
It has proved to be efficient in:
•Avoiding duplication of effort
•Improving inefficient processes
•Identifying non-value adding activities
•Pointing out frequent and/or significant communication breakdowns
•Improving clarity about everyone’s roles and responsibilities
•Correcting communication breakdown or barriers
Benefits
Description
The DILO study is a process analysis of specific tasks, looking for process breakdowns and cross-impacts on other parts of the business
The DILO approach allows real proximity with the teams, and their implication and awareness of the necessary changes. It is an essential part of the change management implied by the solutions proposed
Advantages
6. 6
A global approach to define a customized organization
Methodology
Tools & Deliverables
Ishikawa diagram
Brainstorming of the “5 Why” results
KPI/KRI
Workload analysis
Analysis of the causes of all Phase I malfunctions:
Identification of the main causes and categorization
Assessment of the impact
Prioritization related to the impact
Arbitrage between re-engineering and design of new processes
Identification of solutions in terms of:
Process redesign and optimization
Workload rebalancing and resources reallocation
Enhancement of communication fluidity and transparency
Improvement in utilization of competencies and expertise
II –Identification of the causes of inefficiency and their impacts
The first step is to define clients expectations and main objectives
The analysis will then focus on the following axes:
Identification of low value-adding tasks
Identification of waste through process mapping and identification of redundancies
Identification of defaults in processes and measurement of their frequency
Measurement of process variability
Measurement of the workload
Default likelihood analysis: risks and costs
I –As-is analysis and diagnosis
Voice of the Customer synthesis
“Critical To Quality” Tree
SIPOC
Process flowcharts
Charge analysis
Process variability graphs
Build scenarii from the different solutions and select optimal target:
Determination of resources reallocation and definition of the new organization chart
Stretching of the workload to avoid time-breakdown during the working day
Optimization and automation opportunities for select processes and suggestions for more value generating tasks
Actions prioritization, risks assessment and test of the most impacting processes changes
New processes documentation and training of the teams
Estimation of the project benefits
III –Recommendations proposal and implementation
Target process mapping
Organization scenarii and new organization charts
Job description
Roadmap and monitoring plan
Operating procedures and training material