What is included with this book?
SUSAN PAGE (Orlando, FL) is a manager of HRIS for The Walt Disney Company. She is a sought-after consultant on business-process improvement and technology initiatives.
Introduction | |
The Roadmap: Learning How to Navigate | |
The Process Inventory: Identifying and Prioritizing the Process List | |
The Foundation: Avoiding Scope Creep | |
The Process Map: Flowcharting and Documenting | |
Time and Cost: Introducing Process and Cycle Time & Verification: Gaining Buy-in | |
Improvement Techniques: Challenging Everything | |
Internal Controls, Metrics and Tools: Making it Real | |
Process Test: Making Sure it Works | |
Implementation: Preparing the Organization | |
Continuous Improvement: Embracing the New Mindset | |
Executive Summary: Getting Recognition | |
Case Study: Sharing a Real World Example | |
Appendix: Blank Templates | |
Index | |
Table of Contents provided by Publisher. All Rights Reserved. |
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C H A P T E R 1
The Roadmap
Learning How to Navigate
Have youu ever had a problem that you know little or nothing
about land on your desk at work? Does the problem make you
feel overwhelmed and uncertain as to where to begin? Challenges
like this usually occur when you already have a full workload,
unrealistic deadlines, and limited resources. What can you
do when you feel lost, like Hansel or Gretel trying to find your
way out of the forest?
Learning to navigate through unfamiliar territory goes a
long way toward easing the burden and can help you feel comfortable
dealing with the unknown. Business process improvement
(BPI) work, the systematic examination and improvement
of administrative processes, can seem scary and overwhelming
because no one teaches this navigation skill in school. But once
you give it some thought, everything is a process, from making
breakfast for yourself in the morning to building the space shuttle.
In both cases, you follow a series of actions or steps to bring
about a result. Making breakfast, no matter how informal, is still
a process. You brew the coffee, cook the eggs, and toast the
bread. If Vince Lombardi had run a business instead of a football
team, we might remember him today for saying that process
isn’t everything, it’s the only thing.
The techniques covered in this book help smooth the
path to successful BPI by clearing away the unknowns and delivering
the power of process improvement directly into your
hands. Whether you consider yourself an expert on the subject
or do not see yourself as a process person, you will appreciate
learning how to tackle process improvement work in a bottomline,
straightforward approach. For the inexperienced, The
Power of Business Process Improvement guides you along a
proven, step-by-step approach to a successful result; for the expert,
it becomes a handy A-to-Z reference guide to help you engage
an organization in a process improvement effort.
This guide cuts through the long, confusing, and difficult-
to-comprehend explanations regarding BPI and takes you
directly to the core of what you, the business professional, want
to understand. It describes a pragmatic approach to business
process improvement that I developed over the years and that
anyone can use in real time to solve real problems. The ten simple
steps to increasing the effectiveness, efficiency, and adaptability
of your business processes start with the creation of a
process inventory and end with how to keep a business process
continually delivering value to the business.
If you want to evaluate how your company hires employees,
secures sales, or manufactures a product, examining the underlying
processes helps you better understand how the
business works. Every day we experience challenges with inefficient
or ineffective processes and, after you start thinking of
business processes as the foundation to the business, you begin
to see the power of having a process focus and wonder why you
waited so long to change your perspective.
Bill Gates wrote in his book Business @ the Speed of
Thought: Succeeding in the Digital Economy (Business Plus,
2000) that ‘‘A rule of thumb is that a lousy process will consume
ten times as many hours as the work itself requires.’’ We have all
seen bureaucracy and red tape continually added to a business
process. Bureaucracy happens not all at once, but incrementally
over time. A business process can easily become bloated, leading
to an ineffective, inefficient, and inflexible process.
Improving business processes enables you to stay competitive
and to increase your responsiveness to your customers,
the productivity of your employees doing the work, and your
company’s return on investment. The expertise to examine and
understand how business processes work sets you apart from
the rest because you have the power to demonstrate the value
that the process delivers, its importance to your company, and
the effect that a single change can produce.
People become interested in process improvement for
any number of reasons. Do any of these scenarios sound familiar?
* Your customers, clients, or suppliers complain about the
business process.
* You find that your department makes numerous errors and/
or makes the same one again and again.
* You want to understand how your department can improve
its efficiency so that your employees can spend their limited
time on more valuable work.
* You have accepted responsibility for a new business or
department, and you want to understand the work.
* You discovered challenges with the handoffs between
departments.
* You want to increase your department’s productivity.
* You noticed duplication of data or tasks in multiple departments.
* You started a new job and want to understand how the
department works.
If you encountered one or more of these experiences,
then BPI can help. It improves your ability to meet your customer’s
needs, helps you eliminate errors, identifies opportunities to
yield a more effective and efficient process, assists you in learning
the end-to-end process for a new part of the business, makes
clear the relationship between departments and the roles and
responsibilities of each, improves your department’s productivity,
and eliminates redundancy.
Working on business processes helps demystify the process
and makes a seemingly complex process less intimidating.
Process improvement work also gives you the chance to engage
a cross-functional team in the work so that everyone can learn
the end-to-end business process, instead of simply focusing on
his or her own piece of the process. You will find that, as you
do the work, few employees understand the end-to-end process.
Employees may understand their own piece, but not how the
entire process works from beginning to end. When a team works
together on improving business processes, the work itself provides
a means for colleagues to talk about common topics, and
the team effort promotes an understanding of the interconnectivity
of their work.
When you focus on a business process, it appears less
threatening to colleagues than focusing on the employees who
do the work. The process of finding challenges and linking those
challenges to the process instead of to a particular employee
leads to easier, less threatening solutions. No one employee or
group of employees has to worry about repercussions.
On the other hand, BPI does affect the entire business
system, including the employees who do the work; the information
technology systems that support the process; the measurements
established to assess the effectiveness, efficiency, and
adaptability of the process; and reward and recognition programs
that exist in a company.
If you still find yourself wondering whether you should
undertake a process improvement effort on one of your processes,
ask yourself four questions. If you answer no to any of
these questions, you should start examining your business processes:
1. Does your process include a high level of customer/client
interaction?
2. Does every step in your process add value for the customer/
client?
3. Have you established customer- or client-focused metrics
for the business process?
4. Are your employees evaluated on their contribution to the
business process?
Throughout this book, the term customer refers to someone
external to a company who pays money for a product or
service. The term client denotes an internal customer within a
company.
If you work as an internal consultant in your company,
then you probably work with clients. The client’s business processes
should support the company’s business goals, which in
turn should support the paying customer. Remember, in business
process work, the customer is king, and you should always
focus on the customer.
Can You Do It?
Many of the process improvement books on the market
support the myth that business process improvement must be
time-consuming and complex. The Power of Business Process
Improvement shows that nothing is further from the truth. It
presents you with numerous tools and examples that you can
use to make the work simple and yet maintain high standards.
Perhaps you have shied away from process improvement
because it looks like something that only an expert can do. In
reality, you can do this work without having to learn the ins and
outs of quality management or reengineering. This book shares
my own unique approach to BPI, an approach influenced by
both quality and reengineering, that works for me every time. I
have successfully used the approach outlined with every employee
level in different and complex situations. It works. It
works even with people who start out as skeptics.
As you apply the ten simple steps introduced in this chapter0
and covered in depth in the chapters that follow, you will
find yourself adopting several of the quality and reengineering
philosophies because the focus on the customer is at their core,
but you use them in a seamless way that makes the work palatable
to the business.
I geared each step toward ease of use. This book answers
basic questions and elaborates on how to perform each step by
demonstrating its application. It explains topics that no one ever
bothers to tell you about, either because book authors, consultants,
or colleagues assume that you already know about them
or because they do not want you to know the full story, believing
that knowledge is power and wanting to hold onto that power.
The various BPI books on the market remind me of getting a
favorite recipe from a restaurant, but with some key ingredient
missing. This book tells you the whole story and gives you the
power of knowledge.
You will feel comfortable with the formulas that I use
throughout the book because they are the ones commonly used
in business. You do not have to understand complicated statistical
measurements of process capability or know how to use Six
Sigma, Lean, Kaizen, or other quality methods. You have everything
you need right now, so let us begin the journey.