This is a very generic presentation on Process Management concepts and its design + implementation. Use it to understand what process management entails and to coach your teams / customers.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
This course is focused on repeatable and effective work procedure development. If your organization does not possess or needs to update effective, repeatable maintenance procedures then this training is for you or someone in your staff.
Stop human induced failures, lack of repeat-ability in maintenance work, and insuring when someone retires you have their knowledge in the form of procedures is critical to the success of any organizations. Lack of effective, repeatable procedures creates high variation in maintenance work execution.
Maintenance and Reliability leaders always talk about their best maintenance person and how much experience they have. With effective, repeatable procedures you would capture that experience, knowledge and skill in a procedure.
When one has repeatable, effective procedures and a failure occurs the worst thing that could happen is a procedure is changed or updated.
Thought At Work partners with you to examine your processes and help you with transform the processes to achieve desired "Shared Value" not only from the Customer but also from a Business point of view.
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Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
It is important to approach innovation and its evaluation through a broad appreciation for causality: al
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This course is focused on repeatable and effective work procedure development. If your organization does not possess or needs to update effective, repeatable maintenance procedures then this training is for you or someone in your staff.
Stop human induced failures, lack of repeat-ability in maintenance work, and insuring when someone retires you have their knowledge in the form of procedures is critical to the success of any organizations. Lack of effective, repeatable procedures creates high variation in maintenance work execution.
Maintenance and Reliability leaders always talk about their best maintenance person and how much experience they have. With effective, repeatable procedures you would capture that experience, knowledge and skill in a procedure.
When one has repeatable, effective procedures and a failure occurs the worst thing that could happen is a procedure is changed or updated.
Thought At Work partners with you to examine your processes and help you with transform the processes to achieve desired "Shared Value" not only from the Customer but also from a Business point of view.
Three Ways to Transition From “Fire Fighting” Mode to Boost GainsSafetyChain Software
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
Innovation is a key element for companies in providing growth and for increasing results. Innovation means a new way of doing business; it may refer to incremental, radical and/or revolutionary changes in extracting value for a business through a fundamental change in approach to a market, a technology, or a process. A company that overlooks new and better ways of doing business will eventually lose customers to another competitor that has found a better way.
However innovations as any other aspect of a business require an investment and investment is about the future. Sometimes you invest in a future that plays by the same rules as today. Other investment is about a new future that plays by new rules. If you make investment decisions on an extrapolated new future based on the today’s rules then you can make costly mistakes.
Investment decisions can require complex analyses. To make them easier, managers often use tools to help with the financial analysis. The problem with these tools is that they often value innovation and non innovation in the same terms. They encourage managers to make unfair demands on returns on investment for internal innovation projects.
We believe that creativity is a process not an accident (“chance prefers the prepared mind”), although it’s often tempting to believe that individuals are creative or non-creative. Creative people also love to play around with the ideas that they collect. For them everything is connected – part of an overall pattern. Old ideas are moved around, combined, squeezed, and stretched to make new ideas.
Innovation within businesses is achieved in many ways. One way involves the use of creativity techniques. These are methods that encourage original thoughts and divergent thinking (e. g. brainstorming, morphological analysis, TRIZ). New ideas that have been generated by the use of creativity techniques have to be structured and evaluated. In order to complete the innovation process the selected promising ideas have to be deployed into practice.
For this reason we have developed a structured methodology that supports the ongoing evaluation of innovations throughout the prioritization, piloting, and deployment lifecycle We make use of process performance analyses as an input to three levels of statistical thinking that support the innovation process from identified needs to pilot results.
The first step is collect together old ideas – as well as existing facts. You need to know as much about the world in general and get a solid, deep working knowledge of the business situation that underlies the need for a new idea. This may seem daunting or unnecessary, but facts are the raw material for innovation. And because of changes to markets, competition, regulation, and technologies, “old ideas” previously dismissed may, perhaps after further adaptation, take on renewed promise.
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Our commitment to excellence extends beyond traditional security measures. We understand the dynamic nature of security challenges, and our personalized approach ensures that every client receives a bespoke protection plan.
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2. Topics
• What is Process?
• Review / Present case studies by each team
• Classroom activity
• Why do we need processes?
• Process Components
• Stages of Process Management Lifecycle
• Why do processes fail?
• Revisit Case studies
• Q& A and Summary
3. What is Process?
Definition 1
• A process is a set of activities, that can be carried out in a certain order to achieve a
desired result.
4. What is Process?
Definition 2
• A process is a set of activities, that can be carried out in a certain order to achieve a
desired result, within a specified period of time.
5. What is Process?
Definition 3
• A process is a set of activities, that can be carried out in a certain order to achieve a
specific result, within a specified period of time through utilization of optimum
resources.
6. What is Process?
Definition 4
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out in a certain order to achieve a desired result, within a specified
period of time through utilization of optimum resources.
7. What is Process?
Definition 5
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out in a certain order repeatably to achieve a desired result, within a
specified period of time through utilization of optimum resources.
8. What is Process?
Definition 6
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out by anyone in a certain order repeatably to achieve a desired result,
within a specified period of time through utilization of optimum resources..
9. What is Process?
Definition 7
• A process is a set of activities that are triggered in a specific situation or by a need and
can be carried out by anyone in a certain order repeatably to achieve a desired result,
within a specified period of time through utilization of optimum resources, that can be
internal or external to the organizational unit.
10. Key items for a checklist
• Are they a clear set of activities?
• Do they have a clear order of execution?
• Do they achieve a specific and clearly defined objective?
• Can this be achieved within a specified period of time?
• Does it clearly capture utilization of optimum resources?
• Will / can it be triggered in a specific situation or by a need?
• Can it be used repeatably without any modifications / changes?
• Can it be used by anyone?
• Does it use resources that could be internal or external to the organizational unit?
12. Activity
Activity 1 – For Team Alpha and Charlie
Create a process to make paper planes for your customer. Discuss with your trainer for
requirements.
Activity 2 – For Team Beta and Delta
Create a process to run a pot luck lunch session in your office. Discuss with your trainer
for instructions on what needs to be achieved.
Note
For activity 1: teams Beta and Delta will be following the process map to test its effectiveness
For activity 2: Teams Alpha & Charlie will be reviewing and listing out faults, gaps improvement opportunities in the processes.
13. Why do we need Processes?
• To save Money by reducing / eliminating errors, rework and constant
learning
• Ensure consistency in output / results
• Ensure compliance to statutory requirements, customer requirements,
quality standards
• Ensure ease of implementation and avoid conflict / repetition with
other teams / activities
• Manage contingency better on staff attrition or rotation
• Get better at forecasting and estimation
• Reduce customer complaints and provide consistent customer / product / service experience
• Manage, adopt and implement change easily with least disruption
• Ensure transparency, fairness and consistency in dealing with situations
14. What is a Best Practice?
“A tried and tested way of doing
something to achieve optimum results”
Is every best practice, good for any organization?
15. Elements of a Process
• Triggers: (Policy / Requests / Incidents)
• Actions (Activities, Work Instructions and Procedures)
• Owners
• Resources: (Roles / Times / Capabilities)
• Metrics: (Risks / Objectives)
• Outcomes: (Results / Feedback / Documents or Reports / Products or Services)
17. Stages of Process Management Lifecycle
• Modelling
• Analysis
• Design
• Implementation
• Monitoring and Control (Management)
• Continuous Improvement
Identify
Need
Model
Evaluate
Feasibility
Analyze
Design
Process
Design
Rollout
process
Implem
ent
Measure
& Manage
Monitor
&
Control
Make it
better
Improve
18. Modelling
Process modelling is the first step in identifying what objective you wish to achieve with the
process creation. This step addresses the core need for a process and generally aligns with
the business need or organizational policy.
Example
Automating Invoice generation
Robotic process Automation for Financial management
Internal Job Posting Management
19. Analysis
Once you have decided which area of your business operation needs a process, you then
need to dig deeper into evaluating its feasibility and identifying enablers, obstructions and
resources required. This phase is the Analysis phase of the process management lifecycle.
Example
Automating Invoice generation:
• Does it involve domestic only or International Clients as well
• Is it to consider partial invoice generation for goods shipped or consolidated invoicing
Robotic process Automation for Financial management
• Can it be applicable to all financial processes?
• Is there statutory compliance to be considered?
• What risks of business impact do we foresee?
Internal Job Posting Management
• What are the current challenges that are being faced
• How will this impact the hiring team’s time management?
20. Design
This phase defines / identifies the actual tasks that will have to be carried out in order to
ensure the objectives of the process are met and the expected outcomes are achieved. The
design phase must also consider actions to be taken based on varying conditions / scenarios,
inputs expected from different stakeholders, resources required and their capabilities.
Example
Automating Invoice generation:
Step 1: Buy / Build the invoice generation service and program
rules to ensure it generates invoices as per business needs and can
email them
Step 2: Trigger the invoice generation process as soon as an existing
order is marked as fulfilled either fully or partially
Step 3: Create and send invoice to sales head / finance head for
approval
Step 4: If approved by both, email the invoice to the customer,
create accounts receivable entry in Financial system and notify the
receivables team, mark order as “Invoiced”
Step 5: If rejected by either, notify the sales team of failure in
invoice generation.
21. Implementation
Once a process has been designed, it must be implemented so that it can start doing what it
was designed for. Roll out of a new process can be done in many ways:
1. Big bang approach
2. Phased Roll-outs
3. Push-Pull method
The most important aspects of a successful process roll-out are
a. Communication
b. Training and awareness
c. Timing
d. Ensuring least impact to business and user functions
22. Monitoring and Control
No process is error free. There is always a possibility that something could go wrong for
many reasons. Some of them could be
1. Unforeseen conditions that fail the process
2. Work instructions not being carried out as required (Lack of knowledge/training)
3. External factors have changed (Like laws, software etc.)
4. People intentionally try to bypass a process or deviate
It is therefore imperative to continuously monitor
and control process to ensure it is performing as
intended and to steer the course or to make
changes as and if necessary.
23. Continuous Improvement
No process is fool-proof or can reach a state of maturity in its first instance of creation
It is always important to
ensure we keep
evaluating the results
and success ratio of any
given process and
ensure we keep finding
ways to improve its
efficiency and
effectiveness and its
alignment with our
business needs and
people engagement
24.
25.
26.
27. Why do processes fail?
• Not modelled, analyzed, designed, implemented or managed well
• Work instructions not followed as documented
• Process designed only for a one-off requirement
• Process copied from another requirement, team or organization as-is
• Change in situations have not led to a change in the process
• Lack of insight into practical scenarios on ground
30. Summary and Closure
Questions?
Post course activity
Think within your work area and pick up any process defined for your work team / area and
identify opportunities on how it can be improved.