Attong / Metz Change or Die - The Business Process Improvement Manual

The Business Process Improvement Manual
1. Auflage 2013
ISBN: 978-1-4665-1252-8
Verlag: Taylor & Francis
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 378 Seiten

Leadership success depends on clarifying and simplifying complex problems while maintaining a positive outlook. Change or Die - The Business Process Improvement Manual provides you with the tools to do so. Packed with more than 70 pages of workshop tools, agendas, and activities that detail each of the six stages of the business process improvement (BPI) method, it presents a BPI method that promotes the use of facilitator-led workshops to help you and your team make better decisions.

Developed from empirical research and bolstered by the results of client experience from hundreds of hours of facilitated workshops and BPI activity, Change or Die employs the authors' ENGAGE methodology. To ensure your team achieves its deliverables, the authors walk you through each BPI method. In each chapter you will find:

- Objectives and deliverables clearly identified

- Real-world examples from companies the authors have worked with—presented using a global manufacturer as an example

- Activities, questionnaires, and examples

- A self-assessment tool to help you measure progress, identify gaps in team performance, and determine team readiness for the next stage

This resource-rich book includes a CD with supplemental activities, challenges, facilitated workshops, templates, tables, and questionnaires—tools designed to ease each participant’s path to project success.

Autoren/Hrsg.

Attong, Maxine

Metz, Terrence

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Prozessmanagement
• Wirtschaftswissenschaften Betriebswirtschaft Management Change Management

Inhaltsverzeichnis

Case Study: URHere Co.
Company Background
The GPS Industry
Strategy Map
Scenario
Structure of URHere

Vision and Goals
Build or Validate the Vision
The Challenge
State the Vision
Creating Vision
Set Goals
Perform Gap Analysis
Perform Skills Analysis
Perform Gap Analysis
Illustration
SMART Objectives
Check for Alignment
Develop Action Plan
Relevancy to Business Process Improvement

Change Management
Background
Introduction
People Fear Change
Culture
Business Unusual
Fear
Change Management
Change Management Defined
Managing Change
Develop Components
Conclusion

Stakeholder Analysis
Define Organizational Stakeholders
Process Stakeholders
Group Stakeholders
Acknowledge Stakeholder Interests
Define Stakeholder Strategy Plan
Develop Stakeholder Strategy Plan
Define Communication
Develop a Communications Action Plan
Define Outreach Role
Select Outreach Member
Define Stakeholder Analysis
Determine Stakeholder Risks
Define Stakeholder Opportunity
Perform Detailed Stakeholder Analysis
Mitigate Behavior
Update Analysis
Conclusion

Core Process
A Process Is
Define Core Processes
Determining Core Processes
Identifying Core Processes
Step 1: Define the Organization’s Purpose
Step 2: Determine What the Organization Does to Support Its Purpose
Step 3: Identify the Processes
Step 4: Define the Processes
Step 5: Ask the Question—Challenge
Process View
Define Core Processes
Activities
Tasks
Process View
Conclusion

Business Process Improvement
Definition
Beliefs
Teams
The BPI Approach
Conclusion

Facilitation and Business Process Improvement Methodology
Overview
Benefits
Components
Group Size
Roles
Workshop Life Cycle
Disciplined Leadership
Overview
Guiding Principles
Primary Skills
Considerations
People Principles
Ground Rules
Groups and Conflict

The Case for Business Process Improvement
Labels
Why We Need Business Process Improvement
Vision, Goals, and Objectives
Interactions
Reports Analysis Activity
Step 1: Identify the Reports
Complete the Table
Step 2: Why the Reports Exist
Step 3: How to Eliminate the Unnecessary Reports
Conclusion

Tools for Business Process Improvement
Project Issues
Project Tools
Project Plan
Project Team
Team Composition
Team Charter
Project Budget
Project Timetable
Build Project Plan
Risk and Opportunity Registers
Risks
Risk Register
Opportunity Register
Lessons Learned
Documentation Plan

Process Selection
Introduction
Step 1: Establish What Is Important to the Organization
Step 2: Match Each What to One or More Processes
Step 3: Select from the Competing Whats

Process Characteristics
Introduction
Definitions
Process Characteristics Illustrated

Workflow Diagrams
Overview
Introduction
Questionnaire
Creating Workflow Diagrams
Test the Workflow
Walkthrough
Departmental Flows
Conclusion

Workflow Characteristics
Introduction
Value-Added
Activities
Non-Value-Added
Activities
Conclusion

Phase Gate One
Accomplishments of the Process Management Team
Role of the Process Examination Team

Dreams of the Process
Test Driving the Vision
Setting Goals
Align Goals to Vision
Perform Gap Analysis
Set SMART Objectives
Objectives
An Illustration
Develop Action Plans
Check for Alignment
Conclusion

Process Measurements
Why Measure?
Measurement System
Measurement Types
Process Measurements
Process/Efficiency Measures
Selected Process Measurements
Measuring Inputs
Measuring Time
Measuring People
Output Cost
Purpose of Efficiency Measures
Decisions about Inputs
Decisions about Time
Decisions about People
Output/Effectiveness Measures
Purpose of Effectiveness Measures
Decisions about Output Measures
Decisions about Features
Decisions about Conversion
Other Processes
Decisions about Customer Satisfaction
Decisions about Customer Preferences
Outcome Effectiveness and Customer Satisfaction
Purpose of the Output Effectiveness Measure
Goals, Objectives, and Measurements
Conclusion

Strengths and Weaknesses
Process SWOT
Step 1: Identify Internal Strengths and Weaknesses
Step 2: Scan the External Environment
Government
Economic
Technological
Step 3: Prepare the SWOT Matrix
Step 4: Compile Strategies
Weaknesses
Threats
Opportunities
Strategies
Step 5: Validate Goals and Objectives
Conclusion

Business Process Improvement Planning
Purpose of Business Process Improvement Plan
Business Process Improvement Plan Elements
Executive Summary
The Problem
The Solution
Resources Needed
The Process
Vision, Goals, and Objectives
SWOT Analysis
Project Dream Team
Risks
Opportunities
Resources
Next Steps
Conclusion

Phase Gate Two
Accomplishments of the Process Examination Team
Role of the Process Dream Team

Assumptions and Rules
Example
Introduction
Assumptions
Testing
Step 1: Identify Assumptions
Step 2: Validate Assumptions
Step 3: Change the Activities That Are Invalid. Replace with New Ideas or Discard
Discard Assumptions
Generate New Ideas
Uncertain Assumptions
Step 4: For Assumptions That Hold True, What Can We Do to Change Them?
Results
Rules
Impact

Improve the Process
Alignment
Begin to Design
Questions
Non-Value- Added Activities
Value-Added Activities
Rules and Assumptions
Constraints
Technology
Design Again
Benchmarking
How to Benchmark
Improvements at the Service Center
Design Details
What Next?
Return to the Vision, Goals, and Objectives
Return to Stakeholders Analysis
Communications Plan
Conclusion

Phase Gate Three
Accomplishments of the Dream Team
Role of the Process Implementation Team

Implementation Plan
Background
Illustration: New Payroll System
Who: Implementation Team
What and When: Implementation Plan
Implementation Budget
Testing
Determine What to Do
Pre-implementation
Change Management
How to Implement
Post Implementation
Implementation Report
Conclusion

Phase Gate Four

Procedures
Bent Cookies
Recipe for Procedure
Purpose of Procedures
Developing Procedures
The Target Audience
Application of the Procedures
Life Cycle of the Process
Procedures Document
Writing Procedures
Procedure Deployment
Changing Procedures
Example: Procedure Management

Audit
Background
Why Audit
Materiality and Impact
Sampling
What to Sample
How to Sample
Sampling Results
Sampling Risk
When to Audit
Audit Team
Audit Preparation
Audit Method
Conducting the Audit
Audit Findings
Recommendations
Audit Reports
Audit Meeting
Audit Check
Issue Closure
Audit Evaluation and Findings
Conclusion

Phase Gate Five

Wrap-Up
Final Report
Executive Summary
Problem and Solution—the Report
Project Teams
New Process
Stakeholders
Risks and Opportunities
Lessons Learned
Budget Comparisons
Timetable
Return-on-Investments (ROI)
Outstanding Issues
Conclusion
Handover
Dismantling the Project Team
Documentation
Other Processes
Conclusion
Appendix A: Structuring Your Workshop
Well Codified
The Beginning
The Middle Steps
Review and Wrap-Up

Appendix B: Workshop Tools
Brainstorming
Responsibility Matrix
Guardian of Change (Communications Plan)
Assessment
Power Balls

Appendix C: Workshop Agendas
Vision and Goals Workshop
Stakeholder Analysis Workshop
Core Process Workshop
The Tools for Business Process Improvement: Budgets Workshop
Process Selection Workshop
Dreams of the Process Workshop
Strengths and Weaknesses Workshop
Implementation Plan Workshop
Wrap-Up Workshop

Appendix D: Workshop Ice Breaker and Warm-Up Activities
Batons, Jam, and Tape Activity
Business Process Improvement Cartoon Activity
Carry Me Activity
Coin Toss Activity
Do You Know Me? Activity
Fairy Tales Activity
Fear Activity
Getting to Know You Activity
Glass of Wine Activity
Group Car Crash Activity
Group Directions Activity
Group Resumé Activity
Hair Dye Activity
Jack-in-the-Box Activity
Jobs Activity
Language Activity
License Plates Activity
Making Excuses Activity
Measure Me Activity
Musical Composition Activity
Objects Activity
Relay Activity
Relay Race Activity
Say It Again Activity
Share Your Dreams Activity
Bibliography
Glossary
Index

Über Autor(innen)

Maxine Attong is passionate about writing, facilitation, and business process improvement. Her strong belief in the power of facilitated teams, the creativity of human beings, and the need for alignment between strategy and process has served as impetus to document her thoughts and experiences in the business process improvements field. Maxine is a graduate of the University of the West Indies (BSc., Accounting) and a Certified Management Accountant (Society of Management Accountants, Ontario). She is also a Certified Manager of Quality with the American Society for Quality, and a life and business coach. Maxine is the chief executive officer of eink Global Company Limited. The company exists to "enhance vision—one process at a time."

Terrence Metz is a founding principal partner and vice president at Morgan Madison and Company. For more than 20 years, through professional and academic endeavors, Terrence has focused on teaching people how to think rather than what to think. His experience has proven that the two most important components to high-quality decision making are:

1. Nobody is smarter than everybody.
2. There is usually more than one right answer.
Terrence is passionate about using and teaching facilitation so that people become more collaborative. He is the lead instructor and primary curriculum developer for MG Rush Performance Learning and introduced the concept of holism to the field of structured facilitation as a method for keeping meetings on target and aligning objectives across an entire organization. With a BS from Northwestern University (NWU, Evanston, Illinois) and an MBA from NWU’s Kellogg School of Management, his experience also includes a Six Sigma Green Belt from Motorola University and additional graduate work in intercultural decision making at Marquette University.