PROCESS MANAGEMENT AND CONTINUOUS PROCESS IMPROVEMENT
PROCESS MANAGEMENT AND CONTINUOUS PROCESS IMPROVEMENT
- Process Discovery and Documentation
- Process Analysis
- Process Redesign/Optimization
- Process Implementation and Continuous Process Improvement
PHASE I: Process Discovery and Documentation
This phase involves identifying key processes within a business area, defining process boundaries, understanding roles and responsibilities of process performers and managers, identifying existing process goals and metrics, and documenting current “as-is” processes. These processes are then ranked and prioritized for documentation.
PHASE II: Process Analysis
During the Process Discovery and Documentation activities, some analysis and identification of potential improvement areas occurs. In this phase, a detailed analysis of the “as-is” process and/or processes is performed to isolate operational and organizational issues, and identify risks and opportunities.
PHASE III: Process Redesign/Optimization
Upon completion of the Process Analysis phase, all process redesign and improvement recommendations need to be evaluated to determine how the process will be changed. A new “to-be” process is then modeled with the approved recommendations. A gap analysis is conducted to determine what issues remain prior to implementation of the new process. Deliverables for this phase are a redesigned and documented process to include an action plan for resolving issues prior to implementation. The newly designed and optimized process will be the pivotal starting point for potential information technology or policy change solutions which may automate or further optimize the process performance.
PHASE IV: Process Implementation and Continuous Process Improvement
Effective implementation and continuous process improvement are important factors that will impact the overall success of the Process effort. Analysis of the business case and feasibility of the recommended “to-be” processes must be conducted. Appropriate changes must be selected and an implementation plan formulated. Business process changes must be integrated with processes owned by other organizations. Supporting Information Technology solutions must be identified and implemented. Stakeholders must be trained and supported.
In effective organizations, processes are constantly evaluated and improved. The ultimate goal of business process optimization is to better serve stakeholders; which includes establishing a process framework and effort involved in modeling processes to allow better delivery of services. The advantage of documenting processes using an automated process-modeling tool is that the knowledge is retained in a single data repository.
These processes serve as foundational knowledge for enhanced policies and procedures. The process architecture forms a communication baseline to facilitate objective measurement and continuous process improvement.
PROCESS MANAGEMENT AND CONTINUOUS PROCESS IMPROVEMENT - To learn more about this author, visit Atul Uchil's Website.
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Every Professional Services Organization should follow a Process Management Initiative enabling the project team to document, standardize, and optimize business processes. Process methodology, business modeling tools, and process improvement methodology are the key pieces of process management. The Process Management Initiative should be managed as a project and carried out in a phased approach. I caution Management Consultants engaged in process improvement activities to carefully identify the as-is (current) set of the operation. I also recommend that all Management Consultants establish a set of performance measures prior to embarking on any process management initiative. Intervention for improvement of products and services may occur at several points in the process including but not limited to a missed schedule, cost estimate, or quality attribute of final product acceptance. In addition to interventions the project team should capture and analyze lessons learned for improvement opportunities. The process improvement methodology can be broken down into:
- Process Discovery and Documentation
- Process Analysis
- Process Redesign/Optimization
- Process Implementation and Continuous Process Improvement
PHASE I: Process Discovery and Documentation
This phase involves identifying key processes within a business area, defining process boundaries, understanding roles and responsibilities of process performers and managers, identifying existing process goals and metrics, and documenting current “as-is” processes. These processes are then ranked and prioritized for documentation.
PHASE II: Process Analysis
During the Process Discovery and Documentation activities, some analysis and identification of potential improvement areas occurs. In this phase, a detailed analysis of the “as-is” process and/or processes is performed to isolate operational and organizational issues, and identify risks and opportunities.
PHASE III: Process Redesign/Optimization
Upon completion of the Process Analysis phase, all process redesign and improvement recommendations need to be evaluated to determine how the process will be changed. A new “to-be” process is then modeled with the approved recommendations. A gap analysis is conducted to determine what issues remain prior to implementation of the new process. Deliverables for this phase are a redesigned and documented process to include an action plan for resolving issues prior to implementation. The newly designed and optimized process will be the pivotal starting point for potential information technology or policy change solutions which may automate or further optimize the process performance.
PHASE IV: Process Implementation and Continuous Process Improvement
Effective implementation and continuous process improvement are important factors that will impact the overall success of the Process effort. Analysis of the business case and feasibility of the recommended “to-be” processes must be conducted. Appropriate changes must be selected and an implementation plan formulated. Business process changes must be integrated with processes owned by other organizations. Supporting Information Technology solutions must be identified and implemented. Stakeholders must be trained and supported.
In effective organizations, processes are constantly evaluated and improved. The ultimate goal of business process optimization is to better serve stakeholders; which includes establishing a process framework and effort involved in modeling processes to allow better delivery of services. The advantage of documenting processes using an automated process-modeling tool is that the knowledge is retained in a single data repository.
These processes serve as foundational knowledge for enhanced policies and procedures. The process architecture forms a communication baseline to facilitate objective measurement and continuous process improvement.
PROCESS MANAGEMENT AND CONTINUOUS PROCESS IMPROVEMENT - To learn more about this author, visit Atul Uchil's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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