Approach improvement process
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The approach seeks to identify the financial cost, run time, and complexity of a given process. Managers score each variable on a scale of 1 to 4. The scores are averaged to identify the process in need of most improvement. The process with the lowest average score is addressed first to simplify it and reduce costs, time, or complexity in order to raise the average closer to 4. In summary, the approach maps key process metrics to identify improvement opportunities and focus efforts on the most problematic areas.
Approach improvement process
- 1. Theoretical approach Performance Improvement Process Introduction Process management is one of the most important areas of current that seeks to understand, map and manage processes of a company they are coming from a market framework or process exclusives with the business to be managed. I'll be in this article presented a theoretical approach to performance improvement process, which essentially seeks to identify the cost, time and complexity of a given process and context and visualize it in a simplified and focused work on the problem page. Objective Present a theoretical approach to performance improvement process by calculating the cost, time and complexity of processes. A Theoretical Approach Much emphasis on mapping, identification and customization, but in many cases the emphasis of problems such as people, delays in activities, ie the work is often done based on the "Achilles heel" of the company or "where the callus presses ". The approach seeks to address that will be presented with three variables which were given by different weights area managers to be mapped / custom the three process variables to identify its performance. Financial cost. Runtime. Complexity of the process. The approach seeks to score the 3 variables with 4 levels which are: 1 - Very High. 2 - High. 3 - East. 4 - Low. Marcos Chibly at March 2013 mchibly@gmail.com
- 2. Theoretical approach Performance Improvement Process The data should be arranged in a table format according to the following example: Process Financial Cost Runtime Process Complexity Average Generation 2 1 2 1 Billing Activation of 3 3 3 3 new customers Release and 2 1 2 1 payment of compensation The average is calculated from the sum divided by 3, while the rounding is always downwards. Now the feeling that the area manager has about the financial cost, time and complexity of implementing this process mapped. The work should start focusing on the last column (mean), with the objective of managing the process of customizing / process better so that this average rises to number 4. For this we must identify the principal offender to be treated that in case 1 - "Generation Collection" are with the offender in "runtime", and this will be the focus of activity better runtime process for subsequent work in cost and complexity thereof. Here we can also see that the execution time can be high because of the complexity. Perhaps a good starting reduces complexity or "breaks" in this process simpler one, and makes usable, perhaps thereby improve runtime now as the final result. Conclusion Work on improving process performance is one of the most promising ways to be well regarded by area managers, because you will be helping not only the area over the company as a whole is improving over time, cost and complexity of day-to-day. The approach of mapping the three variables, time, cost and complexity based on the feeling of the area manager or the process to be improved is a way to save time and focus efforts on the problem page. Working in their solution should be a task directed always to simplify and increase the score that the average should be 4. Marcos Chibly at March 2013 mchibly@gmail.com