Process Approach in Total Quality ManagementJess Henson
Process Approach in Total Quality Management
- ETX Model
- 6s of Process Improvement
- Customer-Supplier Chain
- Just-In-Time
- Lean Manufacturing
- Kanban System
- Cellular Manufacturing
- Zero Defects
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/power-business-process-improvement
Process Approach in Total Quality ManagementJess Henson
Process Approach in Total Quality Management
- ETX Model
- 6s of Process Improvement
- Customer-Supplier Chain
- Just-In-Time
- Lean Manufacturing
- Kanban System
- Cellular Manufacturing
- Zero Defects
IN THIS SUMMARY
Most aspects of business equate to a process. However, those processes are frequently not as efficient or effective as they could be. Business process improvement or BPI can help companies demonstrate greater customer responsiveness, increase employee productivity, and become more competitive in the market. In The Power of Business Process Improvement, Susan Page describes a ten step approach to BPI that is pragmatic and focused on ease of use. To alert management about improved business processes, the author also recommends developing an executive summary document with six sections: project focus, goals, summary, key findings, deliverables, and appendix.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/power-business-process-improvement
tqm: the way forward towards world class competitivenessMarc Caluwaerts
Total Quality Management (TQM) also called Business Excellence, refers to a management philosophy and company practices that efficiently mobilize all resources of an organization to achieve its goals.
Important principles of TQM are: elimination of waste, customer orientation, systematic problem solving, stable processes (standard operating procedures, ISO 9000) and continuous improvement (Kaizen).
By applying TQM, organizations - either in manufacturing or in service industries - will become more competitive and obtain improved results.
Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
LO1 Understand the different approaches to quality management appropriate to commercial operations
Define quality: identifying customer needs and providing systems to meet/exceed expectations, notion of self-assessment to establish the current position of an organisation Inspection and assurance: mass production and mass inspection, the early years of quality control, quality systems and accreditation, the race for awards eg BS 5750, ISO 9002, EN 29000, EFQM, Qest, Chartermark, Citizen’s Charter, Investors in People, the middle years of quality assurance Approaches: the works of eg Deming, Juran, Feigenbaum, Crosby, Ishikawa; Quality planning, quality control and continuous quality improvement through teams and facilitators, measurements as an aid to rational decision making, self assessment, costs and benefits of quality, communication channels, macro issues of theory and prescription Similarities and differences: structures of schemes, applications, costs, implementation periods, use of documentation, application of standards, identification of actions required, assessment methodology, orientation towards customer/staff or organisation, effectiveness as a means to improve service quality
tqm: the way forward towards world class competitivenessMarc Caluwaerts
Total Quality Management (TQM) also called Business Excellence, refers to a management philosophy and company practices that efficiently mobilize all resources of an organization to achieve its goals.
Important principles of TQM are: elimination of waste, customer orientation, systematic problem solving, stable processes (standard operating procedures, ISO 9000) and continuous improvement (Kaizen).
By applying TQM, organizations - either in manufacturing or in service industries - will become more competitive and obtain improved results.
Total Quality Management (TQM) is a comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service.
LO1 Understand the different approaches to quality management appropriate to commercial operations
Define quality: identifying customer needs and providing systems to meet/exceed expectations, notion of self-assessment to establish the current position of an organisation Inspection and assurance: mass production and mass inspection, the early years of quality control, quality systems and accreditation, the race for awards eg BS 5750, ISO 9002, EN 29000, EFQM, Qest, Chartermark, Citizen’s Charter, Investors in People, the middle years of quality assurance Approaches: the works of eg Deming, Juran, Feigenbaum, Crosby, Ishikawa; Quality planning, quality control and continuous quality improvement through teams and facilitators, measurements as an aid to rational decision making, self assessment, costs and benefits of quality, communication channels, macro issues of theory and prescription Similarities and differences: structures of schemes, applications, costs, implementation periods, use of documentation, application of standards, identification of actions required, assessment methodology, orientation towards customer/staff or organisation, effectiveness as a means to improve service quality
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
Most Process Models show ONLY 3 Basic out of 6 Elements
The THREE well known elements are: input, process and output. Here the PERFORMER of process or activity or task is ignored. This is a very serious lapse. The process runs because of the PERFORMER (human or machine or software agent) and must be modelled. By limiting modelling only to THREE BASIC ELEMENTS, the other vital and essential elements (Undesirable Inputs and outputs, Process Facilities and Consumables and FEEDBACK) are left out.
Furthermore, many Business Process models show “ONLY flow of control” but NOT the inputs which get processed and outputs that flow out to other processes. Such models are over simplified and remain incomplete (and so useless).
Here is a comprehensive model using all SIX elements with emphasis on PERFORMER and FEEDBACK. All the details are not given. This is just an outline.
I have revised it twice in the last few days. I have removed all the cross references to other PPTs and added PERFORMER. Hope this would be better. Have a look and leave a comment. I welcome FEEDBACK in process modelling and to my SIX element model.
It is essential to show what flows from process to process and distinguish the physical flows (People, Material, Signals and Energy) from logical flows (data and information).
The oversimplified models implicitly assume that ONLY desirable inputs flow in and desirable outputs flow out while in fact undesirable inputs and outputs come mixed with what is desired. They need to be separated out with special processes in real-world processes. Input filtering and separation and disposal of waste / byproducts are unavoidable.
All processes need process resources and consumables which are different from the "inputs". They are very crucial for proper modeling and design of processes.
FEEDBACK is another vital element of every practical and useful process but it is NOT modeled or modeled incorrectly.
These additional THREE elements are added and explained in the SIX ELEMENT Process Model proposed here. This is just an introduction to FOUR sub-modules (part of kenablersys Single Module Course of 4-6 Sessions).
See TRUE FEEDBACK Extended Abstract on SlideShare
Recommended for Business Analysis, Requirements Engineering and Software Engineering.
Co-operatives become isomorphic to capital-based companies in aspects they do not notice. One of them is co-operative auditing and diagnosis. Although we know, they are personal and not capital partnerships we usually diagnose them and report to the board about the organizational results as venture capital companies do. If persons and not capital are main goals of co-operatives, we should diagnose persons and report to the persons how they are meeting their goals with the co-operative. After presenting a few slides of CoopIndex 1.0, I invite all interested to participate in the development of a new tool CoopIndex 2.0 which is sponsored by my EU research fellowship. According to me, such diagnosis is indispensable for the development of competency to solve many participation dilemmas of our century. I present nine of them and try to prove that they are deeply rooted in our human nature, and our culture and we really have to be highly competent in seeing their complexity. The historical evidence gathered by Eugeniusz Kwiatkowski proves that the common understanding of the world complexity leads to the development of nations. This law gives us not only hope but also the direction to our efforts.
CDS is an option of applying participatory approaches in addressing development issue . i.e poverty. This manual extracted from practice done in selected nine cities in Indonesia.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Final groupassignmentpresentation g4_mode1_2012Bryan Johnson
This report provides a study into the existing information system and operational structure of MC Design & Contracting. It aims to provide an understanding of the relevance and overall effectiveness of its current information system and the company‟s operational structure in line with its strategic objectives and corporate vision. With that in mind this report will identify shortcomings and expansion possibilities within the existing system so as to suggest possible interventions.
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
Upcoming BPM Event:
Managing Business Processes and Change
http://www.bpmasiapacific.com
Driving successful business transformation and improvement initiatives
25 - 27 October 2011
Rydges Melbourne
Similar to Process approach to Management system. Improvemnet proposition. Shortened. (20)
The presentation was delivered on June 13th 2019 for Business Analysts and Project Managers in Kharkiv, Ukraine.
That is an analyzed summary of main (for the date) frameworks and description on processes and roles of Product Manager.
Prepared by Olena Petrova
Теории развития бизнеса и продукта на службе у PM-а Elena Petrova
Выступление Елены Петровой на PM Zone #30
К каждому Заказчику (или работодателю менеджера) нужен индивидуальный подход. И индивидуальные условия контракта. Специфика зависит от множества факторов. В том числе от зрелости Заказчика (работодателя).
На PMZone #30 представитель AdvanceIT выступила с обзором теорий, которые помогут оценить заказчика с т.з. источников финансирования, типа клиентов (пользователей продукта), направления развития бизнеса, организационной культуры и структуры. Все это помогает идентифицировать риски для сотрудничества и подобрать наиболее подходящие методологию и подход к работе.
Сами по себе риски перечислить не успели, но пища для размышлений дана :) Для тех, кто не попал на тусовку - вот вам презентация:
И видео:
Часть 1: https://www.youtube.com/watch?time_continue=12&v=HFOXYK7omq8
Часть 2: https://www.youtube.com/watch?v=IFAHMDyuF7M&t=1s
Часть 3: https://www.youtube.com/watch?v=eeslTcryPS4&t=3s
The course is designed for executives, managers and those who organises operations. Best suitable for IT service companies, as well as for those from different indutries that have distributed offices.
Based on experience of work in various process approach frameworks (CMMI, ISO, ITIL, PMI, etc.)
Location - Ukraine. Language of the cource - Russion.
Program and rgistration: http://bit.ly/2wmMWdT
Развитие бизнеса - это, прежде всего, настройка процессов. Эффективное взаимодействие между ролями и подразделениями увеличивает конверсию на этапе pre-sale и снижают операционные затраты - доказано сервисными IT-компаниями размером 30-100 человек.
AdvanceIT - презентация нового курса от IT-TuningElena Petrova
AdvanceIT - курс для менеджеров из ИТ. Развиваем бизнес-мышление посредством кроссфункциональных курсов и навыков аудита бизнес-процессов. Связываем интересы компании с интерсами менеджеров.
Выступление Петровой Елены в рамках Харьковского PM сообщества PM zone (Виктория Мусияченко), 2011. Развенчание мифов о CMMI (базируясь на опыте компании Team International).
Становление программы внутренних аудитов.Elena Petrova
Выступление Петровой Елены на конференции SQA Days (2012г). Организация внутренних аудитов Системы Менеджмента Качества (на базе опыта компании Team International)
20151028. Презентація результатів пілотного проекту з реформування адмін послуг спільно з Департаментом підвищення конкурентоспроможності регіону ХОДА.
20150902 E-Government в Харькове. Компоненты, платформа.Elena Petrova
Результаты третьей встречи по направлению "E-government" в рамках "Вільного Університету Майдану".
Представители ХОГА и компании Portis Consulting презентовали продукты, разработанные компанией Шона Килти (презедента компании Portis Consulting).
E-government в Харькове. Оптимизация админ услуг ХОГА. Пилотній проект.Elena Petrova
Презентация в рамках запуска пилотного проекта по реформированию админ услуг, предоставляемых департаментами ХОГА. Проект осуществляется совместно Департаментом по повышению конкурентоспособности Харьковского региона ХОГА, Центром предоставления админ услуг ХГС, общественной инициативой "E-Government в Харькове".
E-government в Харькове. Электронная аутентификация.Elena Petrova
Презентация в рамках запуска пилотного проекта по реформированию админ услуг, предоставляемых департаментами ХОГА. Проект осуществляется совместно Департаментом по повышению конкурентоспособности Харьковского региона ХОГА, Центром предоставления админ услуг ХГС, общественной инициативой "E-Government в Харькове".
Экспертная группа представила результаты первичного исследования вопроса готовности законодательства Украины к использованию электронной идентификации, а также возможные варианты электронной идентификации, как необходимого условия для перевода взаимодействия граждан и бизнеса с государством.
E-government в Харькове. Реформирование административных услуг ОГА.Elena Petrova
Презентация в рамках встречи представителей Департамента по повышению конкурентоспособности Харьковского региона ХОГА, Директора Харьковского центра предоставления административных услуг (ЦНАП), общественной инициативы "E-Government в Харькове".
Презентация показывает место инициативы по реформированию админ услуг, предоставляемых департаментами ХОГА, в общем движении по внедрению электронного управления в Украине и Харьковском регионе
Презентация першого в Україні еко-кемпінгу "Зелені Узгірря" на круглом столе эко-активистов и организаций в Харькове 16 июня 2015 (https://www.facebook.com/events/978989125475123/ ; https://vk.com/eco.o_stol). Єгор Яцюк.
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
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3. Measures and Reporting in Sustainability
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To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Process approach to Management system. Improvemnet proposition. Shortened.
1. Management system improvement proposition
For Top Management
Process Management
AS A BUSINESS DEVELOPMENT DRIVER
Elena Petrova, Anastasia Kuzmenko
June 5th, 2012
2. purpose
2
We would like to expose business value of applying
the Process Approach to managing the company.
We invited people who take part in TEAM
management, who may impact business
development and are expected to make weighted
decisions.
We expect your opinion on implementation of
process approach as TEAM management system
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
3. Agenda
3
• Motivation
• Theory of Process Approach to management:
Alternative approaches
Process and categories of business processes
Process driven goals achievement (Example)
• IT company management system project
Business development strategy and business process map (our
vision)
Control and management system (our proposition)
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
4. Motivation
4
CMMI -> success
Process (QMS) ->SW dev. Organisation
-> SW dev. project
Audit
What is a Process Approach to Management?
How to identify processes correctly?
Who needs data and which one?
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
5. Functional Approach basis:
Departments, Functional Units
5
President
Goals and Expectations
VP of Service VP of VP of VP of Human
VP of Sales
Delivery Engineering Infrastructure Resources
Service
Sales Delivery Sys Admins Recruiters
People Managers
SW Dev SW Dev
Project 1 Project 2
Communication Channels
QC QC QC QC
Engineers Engineers Engineers Engineers
Client
Elena Petrova, Anastasia Kuzmenko June, 2012
6. Process Approach basis:
Business value adding chain
6
New
Goals and Expectations
engagement
President
Account Management
Profit
Service Engineer Deliver
Sales Project Support
Delivery s y
IT Staff
Recruitin Accountin
infrastru Develop
Client g
cture
g
ment References/
New Clients
Communication Channels
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
7. Theory of Process Approach to Management:
Alternative approaches
Functional 7
Process
Functional Groups (Departments) • Team work (a System)
management – Less imbalance in resource utilization and
High specialization, but a risk of effectiveness
performance imbalance among – Personnel is more reliable
departments – Team spirit and loyalty
management systems may vary and there • Goal oriented approach
is a risk of information duplication and
losses – Easier to control and evaluate the status
Distributed responsibilities (per – Better results (quality, client satisfaction)
function), but difficult to find accountable – Personnel is more innovative
for the final result • Identification and standardization of
Task oriented approach areas of uncertainty and those with
Personnel may not understand their high defect density
importance in the organization – Result of process is more people
Good performers are required independent
Situational and crisis management – More attention to risks
Success depends on personality • Transparency in staff development and
Each activity is unique and it’s lessons compensation
are not applicable for further work – Staff development needs and goals are
clear
– Personnel is more motivated
– Personnel is more realistically thinking
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
8. Theory of Process Approach to management:
categories of business processes
8
Business Processes:
• Main (produces value for customer)
• Management
• Support
Each process should have:
1. Purpose, expected result
2. Client (needs results)
3. Owner (responsible for meeting expectations)
4. Boundaries
5. Interfaces
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
9. Theory of Process Approach to management:
Process driven goals achievement (Low-cost Airlines Example)
9
Mission: Dedication to the highest quality of Customer
Service delivered with a sense of
warmth, friendliness, individual pride, and Company
Spirit.
Vision: Continue building on our unique position -- the
only short haul, low-fare, highfrequency, point-to-point
carrier in America.
Developed from material by the Balanced Scorecard
Collaborative and Harvard Business Review (Kaplan &
Norton)
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
10. Theory of Process Approach to management:
Process driven goals achievement (Example)
10
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
11. IT company management system project
Business development strategy and business process map
11
Earnings Extend Business Increase profit of
New Contracts
w/Existing clients engagement
HR assessment Marketing and
Service Delivery Sales Work
and allocation
Organization/PM
Account Process Analysis
Recruiting Software
Management and Optimization
Development
Product Quality
Staff Development IT Infrastructure
Assurance
Resources, Tools and
Knowledge
Resource and expenses tracking tools
Savings QMS
Standards (Quality and Professional)
Soft Skills
Productivity data, etc.
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
12. IT company Business Process Structure
12
Busines
Analysi s
Process Analysis and Control
s Develop
Optimization ment
Service Delivery
Account Management
Account Management
Marketing and Sales
Client Work
HR assessment and Contrac Transitio Deliver
Engag Impleme
Work Support
t n to Ops y
Deliver
Allocation ement ntation
Impleme
Work
Deliver
y
ntation
Impleme
y
Product Quality ntation
Assurance
Work Organization
SW dev IT Staff
Recruitin Accountin
infrastru Develop
g g
cture ment
Recruiting
Staff Development
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
13. TEAM management system project
Control and management system
13
Process Boundaries Interfaces KPI Owner
Service Delivery Client business needs Client Engagement Revenue growth $, Operational
analysis, process, Project Billable headcount growth Director
Process tailoring Planning process, [N], Project profit margin %
Process Monitoring (for QMS (Administration
business needs and section), Contracts.
collaboration satisfaction)
HR assessment and Personnel performance Professional Turnover, Time in Team Personnel
allocation improvement; development and Director
Personnel time and skills career plan, HR
allocation process, Retention
Personnel adaptation program
HR administration Employment and Accounting process COGS Administrat
Compensation ion Director
HR Accounting
legal support
Process Analysis and Operations Efficiency and External Analysis and Dynamics of KPI Processes
Optimization Productivity analysis; Optimization methods improvements Optimizatio
Process Compliance n Director
check;
Management System
effectiveness evaluation;
Process Management Elena Petrova, Anastasia Kuzmenko June, 2012
Editor's Notes
[AK]An organization exists to meet specific objectives. The organization’s objectives are derived from a balanced consideration of the stakeholders’ expectations. This is due to the fact that the stakeholders’ expectations, needs and requirements may not be the same but are interrelated. For an organization to function effectively, it has to identify, understand and manage numerous linked activities/processes. This presentation describes one of the strategic ways to achieve those expectations once they are defined - implementation of the Process Approach in the company management. It takes management alliance in decisions making to set up the Process Approach to make it really valuable and bring the company to the completely new level.Basically the goal of the meeting is to describe a process driven approach to all of you and hear what you have to say about it.
[EP] Motivation[AK]Motivation [EP]Theory of Process Approach to management:Alternative approaches [AK] Of course there is more then one way to approach management. In this section of the presentation alternative – functional – approach will be described.Process and categories of business processesProcess driven goals achievement (Example) [AK]. In this case we’ll show under the example why balanced scorecard and strategy maps are very important in the company management and growth.TEAM management system projectBusiness development strategy and business process map (our vision)Control and management system (our proposition)
[EP]What I am doing for TEAM?(Click 1-2-3)Difficulties with:CMMI appraisal preparation: it takes too much efforts to get prepared to the appraisal at project level as well as on organizational level. People think that CMMI is not applicable to their projects. But CMMI related literature sais it is.Audit results analysis revealed that Project success doesn’t depend on the fact if QMS is followed or not. That brought us back to studying CMMI, as it is about processes and our QMS processes were written based on CMMI book. Precise study displayed that CMMI doesn’t require those processes that we have written, but requires Process Approach to management of SW development organization.(Click 4) => do we standardize and monitor correct processes?3. Audit results analysis revealed that The weakest area is data collection, analysis and process improvement => no one requires data (specified in QMS as mandatory for collection). No one is in charge of the process. The Responsible is required when there are goals of the process, which may be evaluated to say if the process is capable to achieve those results or not. => Do our processes have goals and responsible for their achievement? Do we correctly specify Processes?So there are 3 questions (Click 5)Further researches on process approach to management resulted in the training “Business Processes Development” we attended in April. It assembled all the thoughts, and this presentation is a completed home task, that we believe is useful for the company an justifies investments in the training for us.
[EP]Only all together, in one chain for exact engagement, activities of these functions add value to business ensuring the following (click1)This chain is being repeated for each engagement and has goals, that should be achieved, so it is a process.
(Handouts: TEAM Functional Org Chart)[AK]Process driven goals achievement (Example) [AK]. In this case we’ll show under the example why balanced scorecard and strategy maps are very important in the company management and growth.Functional, based on Functional Structure (show TEAM Functional Org Chart). Main Characteristics:Person is a part of function, not an Organization (don’t really understand his/her value for the organization) Tasks, not Goals (goals of function are either absent or are not always correlated with the organization/business goals; if they are they are it is difficult to translate them to lower level of function)Long chain of information flows (to get information or to approve request, the request should go up the functional chain, than down the another Add/дополнить bulletsPros and Cons In this approach, different people are organized in such a way that they work together in groups to form departments. The focus is common skill and synchronized work activities, such as marketing, engineering maintenance, accounting, etc. In same aspects, it exists in most organizations. A key characteristic of functional organization is specialization by functional area.However within this structure an employee does not see why he’s extremely important for the entire company successMore task oriented approach rather then goal orientedTasks are assigned by manager, which in his turn also has a task assigned by his managerGood performers are key people in this structure. It becomes people dependent and good results are archived by specific people. The leads to be lack of guarantee that next time different people will do the same work with same level of successInformation duplicationMost important is that there is a risk of many people responsible for result and expectation management is difficultWhen to useResearch and pilotsStandard, low qualified operationsNo transparency (for example for military research)[EP]Process, based on business value adding chains. (click the link, explain what is Process)Team work (system)(from the perspective of efficiency) Less imbalance in resource utilization and effectiveness (we can clarify productivity of resources and correct their involvement)(from perspective of quality) Personnel is more reliable (Each team player understands how his/her work impacts other players)(from HR perspective) Team spirit and loyaltyGoal oriented activities (KPIs)(from the perspective of efficiency) Easier to control (we know where we go, what are projections for the goal achievement, what impacts on speed, etc.)(from perspective of quality) Better results (quality, client satisfaction: expectations are clear)(from HR perspective) Personnel is more innovative (oriented to achieve the goal in the most efficient way, not to perform steps of task)Risk Mitigation (identification and standardization uncertainties and areas with high defect density)(from the perspective of efficiency) Result of process is more people independent(from perspective of quality) the most dangerous points are known and controlled (usually that are interfaces between elements of the chain)Justified Staff development and compensationStaff development needs and goals are clearPersonnel is more motivated (understand they add value, thus they are valuable, that increases their loyalty)Personnel is m more realistically thinking (understand what for they are paid, understand that good results and met expectations are more valuable than poor onesWhen to useGrowing organization when it is impossible to support and keep under control each operation, when multiple factors may impact successOrganizations with multiple accounts, operational processes, locationsIntensive business development (trying new types of business, producing own product, provisioning existing clients with new services)
[EP](Show slide with categories of processes )(Click1)One function may participate in more than one process.Processes are identified based on the result they are supposed to deliver. I.e. main characteristic of the process is the Purpose, result.(Click 2) Result should be tangible, valuable and required for another process. Otherwise that is not a process, that is instruction.If the process result is required for another process, each process has it’s Client (Click 3), who provides requirements to the result of the process.Client is usually represented by the person, who is responsible for the process performance, thus, each process has it’s Owner. (Click 4). The Owner is the person who is empowered to control the process and to change it, if it is clear there is a risk not to meet expectations. But it is important to understand where are boundaries of his/her empowerment, i.e. (Click 5) Process boundaries, sometimes called Entry and Exit criteria. Boundaries are important to avoid conflicts and to miscommunications, to know to whom I should go with my question/request. Process usually consists of several elements and requires support of other processes, thus has internal and external interfaces (when, what and from who I can receive resources to do my job, and when, what and whom I should deliver results of my operation). So, Interfaces are the fifth characteristic.(Click 5) of Process.The definition of Main, Management and Support processes according to this scheme allows avoiding conflicts, clarification of accountability, timely identification of risks and smoother operations.The task of audit and process analysis in this case is:Ensure that all the elements are in place and perform their function, to point on risks To evaluate efficiency of the process (by calculating resources the process consumes and value it returns)To evaluate productivity of the process (how much time the process takes and where is the bottleneck)Process improvement opportunities will be more tangibleReturning to the Business Process System:Currently QMS provides requirements to “Implementation” link of the chain and QID audits only this link. Whereas CMMI is about the entire system. On the level of “Implementation” our processes are just about engineering practices. Their usage is a point of education and professional development, but not the process management. The question is: how to identify processes that really need to be controlled and how to establish relations among all the processes and between processes and business goals?This questions lead to the model of TEAM Business Process Management system. But first we’d like to provide the example.
[AK]lowcost
[AK]lowcost
Financial goal is “To increase profit”. It is usually done in two ways: Increase earnings and decrease expenses. (Click 1)Earnings: There are tree ways of work with clients in order to achieve the goal (Click 2)1.Extend Business w/Existing clientsStrategies/Processes: 1) increase client satisfaction -> required process (Click 3)“ Service Delivery/Process QA" 2) study business needs of the client -> required process "Account Management" 3) prepare resources to be able to satisfy business needs -> required process "Staff Development" 2. Increase profit of engagement (make current accounts more profitable ) 1) optimize resource utilization - > process “HR assessment and allocation” 2) -> process “Process Analysis and Optimization” 3) avoid re-work and penalties -> process “Product Quality Assurance” (includes requirements analysis, verifications, demos, etc.)3. New Contracts: SW development and Outstaffing1) Find and engage new clients - > “Marketing and Sales” process2) Acquire appropriate resources -> externally “Recruiting process” -> internally process “HR assessment and allocation”3) Provide Infrastructure4)Assure prospect we are professionals -> “Software development” process and “Work Organization (PMgmt)” processesAnalysis of our value for customers, made based on Sales information,
Process is repeatable operations (for example: SW development outsourcing business is a repeated “client engagement – contract - transition to operations – work implementation – delivery – support”. Each of this steps inside may vary from project to project. But the process repeats.)In boundaries of one cycle (SW development project) one instance of a process is performed.(if one of the steps of a part of the process is repeated in boundaries of one project, that is a sub-process: for example we develop a number of functionalities for one product, we repeat Implementation and delivery step several times during the project. Each time we repeat them is one instance of a sub-process.)This process is aimed to satisfy customers of TEAM, they produce value which TEAM customers pay for. These are the main activities that bring money. Thus, it is called “Main Process”.
Operational Director (SR SDM)Personnel /Manager of Business Unit:CA department, SW dev projects dept; outstaffing dept