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Managing Process

This document discusses managing business processes. It emphasizes that a business is made up of interconnected processes rather than isolated functions. Key aspects of managing processes include mapping processes to understand workflow and interdependencies, monitoring processes to ensure quality and prevent issues, and gaining control of processes by eliminating unpredictable variations and making processes stable and predictable to meet customer requirements. The overall goal is to manage processes successfully to achieve delighted customers.

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Adil Malik
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89 views14 pages

Managing Process

This document discusses managing business processes. It emphasizes that a business is made up of interconnected processes rather than isolated functions. Key aspects of managing processes include mapping processes to understand workflow and interdependencies, monitoring processes to ensure quality and prevent issues, and gaining control of processes by eliminating unpredictable variations and making processes stable and predictable to meet customer requirements. The overall goal is to manage processes successfully to achieve delighted customers.

Uploaded by

Adil Malik
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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MANAGING PROCESSES

BUSINESS AS A SET OF PROCESS


MAPPING THE PROCESS

MONITORING THE PROCESS


GAINING CONTROL TO DELIVER QUAILTY

MANAGING OUR PROCESS

BUSINESS AS A SET OF

PROCESSES

A Process is a series of activities which transforms INPUTS into OUTPUTS

MANGING THE PROCESSES


FUNTIONAL ORGANISATION EMPHASISES CONTROL ACCOUNTABILITY PROFESSIONAL EXCELLENCE

SHORTCOMINGS: DOESNOT PORTRAY INTERDEPENDENCE DOESNOT SHOW WORKFLOW NO CUSTOMER VIEW

MANGING THE PROCESSES THE PROCESS VIEW SHOWS INTERDEPENDENCE CUSTOMERS FIRST PRIORITIES BASED ON CUSTOMER REQUIREMENT ROLE OF SUPPLIERS
Process not Functions drive the business
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BREAKING BARRIERS
IF DEPARTMENTAL GOALS ARE IN CONFLICT, THE ORGANIZATION WILL NOT PERFORM AT ITS OPTIMUM ADVERSARIAL RELATIONSHIPS LEAD TO A NARROW VIEW FIGHT THE COMPETITION NOT OURSELVES CREATE THE SPIRIT OF ALL-ONE-TEAM
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OWING THE PROCESS

MANAGE THE BUSINESS PROCESS TEAM ALLOCATE RESOURCES TO THE PROCESS AGREE CHANGES IN THE PROCESS BREAK FUNCTIONAL BARRIERS, RESOLVE FUNCTIONAL CONFLICTS (MATRIX STYLE OPERATION) DRIVE AND STIMULATE PROCESS IMPROVEMENTS SIMPLIFICATION WASTE CONTROL
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MAPPING THE PROCESS


MAP THE PROCESS TO UNDERSTAND MANAGE IMPROVE SET BOUNDRIES DEFINE THE COMPONANT PART USE A FLOW CHART TO MAP THE PROCESS

MAPPING THE PROCESS


CUSTOMER: The next person (or Group) in the
work process, the receiver of the output and the next to action it. (identify by name) SUPPLIER: The individual (or Group) responsible for producing the output (identify by name) INPUTS: Your inputs are your suppliers outputs REQUIREMENTS: What your customer wants, needs or expects of the output. (feedback)
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IS THERE A BETTER WAY?

Use a flow chart to map the process Decide what level of detail to show Diagram physical workflow Follow mapping with analysis Check todays process Examine the value of each step Challenge the complexity Simplify the process
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MONITORING THE PROCESS


PURPOSE: - ensure progress - prevent mistake/errors - work with facts not supposition The customer better than anyone else, can help decide on the critical indicators Decide indicators before you start ! BeforeDuringAfter
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GAINING CONTROL
Variation is always present in any process Common causes operate normally with process causing predictable variation Special causes create unpredictable variation Make progress stable and predictable Eliminate special causes Customer requirement can be seen as a range of acceptability
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GAINING CONTROL The challenge is to improve the process to make it capable of meeting customer requirements Improving process capability is a never ending task. Learn HOW TO SAY NO
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LEARNING POINTS Variation is part of any process Staff work within a system that try as they might is beyond their control. Only management can change the system Management by fear does not achieve results Planning requires prediction of How things and people will work
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MANAGE THE PROCESS TO SUCCESSFULLY ACHIEVE THE

DELIGHTED CUSTOMER

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