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Process Management
Principles
The role of the Process Manager
The Day-to-day Process Management model
Manage
Define
Quantitatively Manage
Optimise
Next steps
3 © 2011 Copyright ISC Ltd.
People + Process = Performance
People
People
Results
Key
Policy & Customer
Leadership Processes Performance
Strategy Results
Results
Partnerships Society
& Resources Results
Happier Cheaper
Customers
More
Faster
Better
More?
More?
X
More?
Input Output
Process
More?
X
X
More?
Happier
Customers
Cheaper
More
Faster
Better
• Define
Process • Measure
Improvement • Analyse
• Improve
Projects • Control
• Define
Process • Measure
Improvement • Analyse
• Improve
Projects • Control
Process
Maps
Input Output
Products
Product Ideas Available
Develop Products &
Services
Development Manager
Customer/Prospect
Needs Customer
Win Business Orders
Delivered
Orders &
Fulfil Customer Orders
Invoices
Ops Mgr
Design
Address Bill
build & Sell to Repair &
customer Provide customers
operate & service maintain
needs & service & collect
the customers service
requirements payment
network Operator Service
Provide support & Manage people
• Assess
• Sentence • Programmes
Deliver
Manage Plan • Unpaid Work
Offenders • Implement Intervent- • Approved
• Review ions Premises
• Evaluate
Design &
Implement
Solutions
No organised processes
Initial Ad hoc and reliant on “heroics”
Performance is not repeatable
• Define
Process • Measure
Improvement • Analyse
• Improve
Projects • Control
• Identify, select and test possible “To Be” process improvement ideas
Improve • Develop plans to implement the selected improvements
• Implement the new process
• Define
Process • Measure
Improvement • Analyse
• Improve
Projects • Control
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
Managed
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
Managed
Input Output
Process Name
(Verb + Noun)
Suppliers Customers
Purpose: To ensure the right staff are available with the right skills, at the right time.
Owner: HR Director
Suppliers Inputs Process Outputs Customers
Line Manager Request to fill 1. Specify needs New member Line Manager
a vacancy 2. Authorise of staff
recruitment
3. Place adverts
4. Assess
applicants
5. Offer
appointment
6. Confirm start
Boundaries:
Start-point: End-point:
Includes: Excludes:
Full & part-time staff Budgeting for recruitment
All Grades except SMT HR Workforce Planning
Purpose:
Owner:
Suppliers Inputs Process Steps Outputs Customers
Boundaries:
Start-point: End-point:
Includes: Excludes:
Resource
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
Managed
Standard stakeholder(s)
Cost (direct cost per Success Rate/Attrition Compliments
transaction) Rate/Output Volume
Overhead cost Complaints Awards
Specific 25
Measurable 20
15
Achievable 10
Relevant 5
Time-bound 0 Target
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
Managed
Cost
Pareto Diagram
(£)
120
100
80
60
40
20
0
A B C D E F G H
Error Type
How can you solve it? What are the root causes?
Improve Analyse
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
Managed
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
Managed
• Identify, select and test possible “To Be” process improvement ideas
Improve • Develop plans to implement the selected improvements
• Implement the new process
120
80 Mean
Lower Control Limit
Mins. 60
40
20
0
Days: Consecutive Journeys
160
140
120
100
80
60
40
20
0
Control 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Breakthrough
Internal
comparing within your Service, between sites and departments
Competitive
direct comparisons with competitors offering the same services
as you
Functional
comparing with other organisations in a similar field but who are
not in competition
Generic
comparing similar processes regardless of the nature of the
industry/sector
Establish DMAIC
projects
Implement
corrective actions
Measure
performance
Process is “Defined”
Define performance
targets
Define process
measurements
Define systems
standards
Process is “Managed”
Map the process
Define customers
and their
requirements