Mission possible business process improvment
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This document outlines the steps for a business process improvement project. The objectives are to understand why and when process improvement is needed, learn tools and techniques, build a strong project team, map the current process, re-engineer processes by identifying opportunities to better meet needs, set goals, and measure success against goals. Key steps include assembling a diverse team, mapping the current state through flowcharting, analyzing the map to identify parts that waste resources or do not meet needs, envisioning a future state, re-engineering the process by aligning with policies and engaging stakeholders, reviewing technology, setting improvement goals, and implementing the new process.
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Business Process Reengineering | Case studiesSumit Sanyal
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Management Of Transformations discusses case studies on business process reengineering (BPR) examples. It provides three examples of how IT can help roadmap BPR by acting as an enabler, facilitator, and implementer. It also discusses how the BPR model can be applied to the three examples and provides suggestions for changing existing processes. The document discusses steps involved in BPR including current state assessment, gap analysis, and identifying opportunities. It emphasizes that business process reengineering aims to improve processes, quality, and reduce costs through streamlining workflows and leveraging technology.Mam she
Mam sheJanecatalla
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The document discusses strategies for managing information processing projects. It covers documentation, evaluating efficiency, and techniques for handling information. Key points:
- Internal documentation explains a system to staff while external documentation explains it to users. Electronic documentation like help menus and email are more efficient than paper-based forms.
- Efficiency is measured by savings in time and effort. Choosing the right equipment and software impacts effectiveness.
- Strategies for managing projects include top-down, bottom-up, and middle-out planning. Procedures cover research, design, production, and evaluation to meet user needs on time and on budget.A model for optimizing process efficiency in multi stream data keying environ...
A model for optimizing process efficiency in multi stream data keying environ...Daniel Hillman
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This document discusses optimizing process efficiency in a multi-stream data keying environment through co-mingling workstreams. It identifies challenges with decentralized data keying processes, obstacles to change, and how co-mingling processes can improve seat utilization rates and reduce costs. The document presents a case study of J.P. Morgan Treasury Services co-mingling their data keying processes and provides a framework for analyzing current processes, evaluating alternatives, and documenting expected results of optimization efforts.Outsourcing Best Practices - Process Efficiency
Outsourcing Best Practices - Process Efficiencyhillmand
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The document discusses a model for optimizing process efficiency in multi-stream data keying environments, highlighting challenges, root causes, and strategies such as co-mingling to improve efficiency. It provides a case study from J.P. Morgan Treasury Services showcasing the successful consolidation of data keying processes, resulting in significant cost savings and improved operational performance. The insights are geared towards organizations seeking to streamline their data management processes and enhance productivity.7.1 Mapping Your Processes to Deliver an Exceptional Student Experience
7.1 Mapping Your Processes to Deliver an Exceptional Student ExperienceTargetX
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This document summarizes Roberta Oberpriller's presentation on process mapping at the TargetX Summit. Some key points:
1) Process mapping at the institution has gone through multiple iterations over the past few years in an effort to map the student lifecycle and identify pain points. Challenges included resources and establishing process mapping as a standard practice.
2) For an online application project, process maps were used to define the application review process and identify opportunities to streamline workflows and simplify the student experience. This included reducing duplicate efforts and confusion.
3) Lessons learned include the importance of executive sponsorship, managing the challenges inherent in process mapping, and using process maps to focus project teams and contain scope creepProcess improvement
Process improvementsnegacmr
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This document discusses software process improvement (SPI). SPI aims to introduce changes to achieve organizational objectives like quality improvement, cost reduction, and schedule acceleration. The key stages of SPI are process analysis, improvement identification, process change introduction, process change training, and change tuning. Process and product quality are closely related - a good process usually produces a good product. Process analysis techniques include using published process models, questionnaires/interviews, and ethnographic analysis. The document also notes some limitations of a specific improvement model in focusing only on project management rather than product development.Blueprint for success process reinvention case study
Blueprint for success process reinvention case studyJoan Davis
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This document summarizes a case study where a consulting firm helped an organization reinvent its processes to meet new regulatory requirements within 3 months. They conducted interviews and workshops to understand how the new directive would impact goals, stakeholders, and processes. They analyzed current and required processes, systems, and architecture. They delivered documentation of their analysis and recommendations, which helped the organization with regulatory presentations, staff training, technical planning, and continuous improvement. The consulting firm was able to comprehensively analyze the enterprise-wide changes and transition plan through a collaborative workshop approach within the constrained timeline.Ad
Mission possible business process improvment
- 2. Your Mission
- 3. Mission Objectives Briefing Understand the why and when Training Learn tools and techniques Assemble the Team Learn how to build a strong team Execute 1st Phase Identify targets of opportunity, build maps Execute 2nd Phase Re-engineer processes and set goals Debrief Measure success against goals
- 4. What is it used for?
- 5. Identify parts of a process that: Consume excessive resources Time Personnel Technology Are a roadblock or bottleneck in the process For example: Paper forms Unnecessary signatures Limited timeframe when not reqd Only one person trained
- 6. Identify parts of a process that: Dont take advantage of available technology Existing New Do not meet the needs of . . . Students Faculty Staff Administrators
- 7. Identify parts of a process that: Off track with current Policy XYZ Policies Regulations Reg 123
- 8. Phase 1 and 2 Map the Current Process Re-engineer the Process
- 9. When? Policy or New tech regulation change Reach for the Vision System failure Routinely
- 10. How? Identify Process Evaluate Establish Success Project Team Create and Document Implement Current State New Process Envision Analyze future State current state
- 11. Assemble your team! New and veteran employees People representing the full spectrum of the process Staff and administrators
- 12. Mapping the Current State Select Process Map process as it exists today No No Process Yes Captured the complete? discussion? Yes End
- 14. Activity Diagram
- 15. Swimlane
- 16. Ask questions to understand but not challenge the process. What value does this step add? How long has this process been used? What policies, contracts or regulations dictate how this process must exist? What technology is being used? What are the exceptions? What is the time used for each step? What are the triggers, dependencies and outcomes?
- 17. Identify Process Evaluate Establish Success Project Team Create and Document Implement Current State New Process Envision Analyze future State current state
- 18. Re-engineering Align existing policies and procedures with the process Involve all process stakeholders in constructive inquiry Engage stakeholders in identifying must haves and wish list items
- 19. Kano Model
- 21. Re-engineering Review existing technology for opportunities or explore new technology Identify process improvement opportunities, especially those that are high impact-low cost Offer quick tangible results and set goals.
- 22. Identify Process Evaluate Establish Success Project Team Create and Document Implement Current State New Process Envision Analyze future State current state
- 24. Next . . .