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Casual Articles - Adopting a Business Process Approach to Management - 6 Critical Steps
To do well in business, a business owner must show his customers that he cares. And just like in the personal world outside of business, we show that we care with gestures as simple as greeting cards. We especially need to consider the advantages of taking the time to write a note by hand because of the informal and cold methods of communication that we use today on a regular basis like emailing and faxing. Sure, these methods work well for the sake of convenience, but they lack the warmth that will make a customer keep coming back to your business. So consider these guidelines when preparing to send out a business greeting card.Consider the usefulness of greeting cards during the holiday season. Nothing says that you care more than if you send out a greeting to your f
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything a
Industrial devices such as ultrasound cleaners use high frequency sound waves to create bubbles within a bath, which expand and collapse rapidly. In industrial terms, this is generally known as cavitation technique that creates a scrubbing action on the immersed parts for loosening and removal of dirt, scale, and other impurities.These devices are used to clean the surfaces of components coming out of a production line that may contain impurities such as grease, soil, oil, abrasive dust, blast debris, paint, corrosion or other contaminants. Most commonly used ultrasonic cleaning devices include degreasing cleaners, sterilizer washers and ultrasonic parts washers.These devices can be purchased as complete cleaning systems and also part-by-part to either assemble
In our previous article we emphasised the customer/stakeholder focus of the business process approach to management. The first step is therefore clearly determining who those customers and stakeholders are. Who buys or uses your product or service offering? Who makes the buying decision? What exactly are they buying in terms of benefits? Who else is affected by your activities and what are their expectations?
A small pharmaceutical manufacturer of multivitamins, antibiotics, syrups and OTC medicines for children, located in a large African city, was trying to answer these questions for their own organisation. They came up with the following.
Customer/Stakeholder and Benefits Sought
2.Determine the Value Chains that Deliver these Benefits
The information obtained from the above step should be formed into benefit clusters. Next, trace those benefits back from your products and services through to the inputs. The identified paths form your value chains or end to end core business processes.
Our pharmaceutical company took this step and concluded they had one major value chain consisting of two major processes - the new pharmaceuticals development process and the sales and production process.
All the benefits to the customers and other stakeholders are derivable from their product range, their distribution and market support and their information dissemination.
3. Decompose into Processes and Determine the Process Boundaries
The previous step yields an end-to-end view of the organisational value chains. We now need to determine the core processes and sub-processes that make up these value chains, and the support processes that enable them. The determination of process boundaries should combine top-down and down-up approaches applied iteratively.
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything ab
VoIP is more cost effective than legacy networks, which is one reason that people use it on a regular basis. VoIP consists of innovative telecom solutions to individual consumers, small businesses, multinational corporations, and even governments. Increasingly, small business owners around the globe are turning to VoIP for their telecommunication needs. VoIP, is a powerful technology that allows companies to streamline their communications systems while enjoying lower costs and increased capabilities. Using IP networks to handle voice traffic enables businesses to save large amounts of money on international calls. Digital networks also provide productivity-boosting features that traditional networks are unable to offer.These include click to call which connects onli
2.Determine the Value Chains that Deliver these Benefits
The information obtained from the above step should be formed into benefit clusters. Next, trace those benefits back from your products and services through to the inputs. The identified paths form your value chains or end to end core business processes.
Our pharmaceutical company took this step and concluded they had one major value chain consisting of two major processes - the new pharmaceuticals development process and the sales and production process.
All the benefits to the customers and other stakeholders are derivable from their product range, their distribution and market support and their information dissemination.
3. Decompose into Processes and Determine the Process Boundaries
The previous step yields an end-to-end view of the organisational value chains. We now need to determine the core processes and sub-processes that make up these value chains, and the support processes that enable them. The determination of process boundaries should combine top-down and down-up approaches applied iteratively.
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything a
The famous salesman and sales trainer Zig Ziglar used to point out to rookies that It is not what you have got; it is what you use that makes a difference.To achieve steps throughout your career - your first job, a promotion, a job or a career change you must sell the primary product - YOU.Just as a successful sales person must know their product, you must know your qualifications and be able to communicate them clearly to employers in a resume, in a cover letter, and in interviews.To help ensure wise job and career choice, you need to clarify what values and work preferences are important to you.Thoroughly inventory your qualifications, including your training, education skills, and work experiences. It is vital that you identify your intrin
All the benefits to the customers and other stakeholders are derivable from their product range, their distribution and market support and their information dissemination.
3. Decompose into Processes and Determine the Process Boundaries
The previous step yields an end-to-end view of the organisational value chains. We now need to determine the core processes and sub-processes that make up these value chains, and the support processes that enable them. The determination of process boundaries should combine top-down and down-up approaches applied iteratively.
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything a
Your work place is getting boring and you have a boss not quite from hell, but close. Your co-workers are ready and waiting to stab you in the back to get ahead. You know this is not where you want to be, so why stick with it? Are you ready for the challenge that will truly get you your dream job? Many are, and it's not the most difficult thing to do.Life isn't about a routine of day in, day out in some job you didn't really want. It's awful to feel stuck, when you realize you've still got the rest of your working life to come. Life is about living and feeling alive, so make some changes and realize your full potential! No one is forcing you to stay in a job you hate and no one is holding you back from your dreams except yourself, that is.And the fact, the hon
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything a
At first thought, undergoing advanced career training has one obvious, and maybe only, reason: to further your current career. Whether you are considering advanced real estate career training, medical career training, or advanced training for any other occupation, the likelihood is that furthering your current career is the motivation behind your move.However, furthering your current career need not be the sole reason you may consider advanced career training. Furthermore, there may be good reasons for undertaking such training you have not even thought of. In fact, there are both positive (offensive) and negative (defensive) reasons for considering, and undertaking, advanced career training. All of these are discussed in this article.Positive Reasons For Tak
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything about it. Process measures are generally leading and prescriptive, since they predict future performance. Acting on factors that affect these measures will impact on future results. Care must be taken that metrics which drive the desired behaviour and customer valued outcomes are selected.
Having determined the critical factors that drive delivery of customer and stakeholder metrics or indicators of performance must be chosen, with targets for each measure, and cascaded down to individual sub processes. A line of sight must exist between overall organisational measures and the detailed measures at process and activity level.
Our pharmaceutical company chose to measure four categories. At the top level, the chosen metrics were:
5. Appoint Process Owners for Each Core Process
A major flaw of the functional orientation is that there is no one within the organisation that has a complete view of the process as experienced by the customers and stakeholders. The appointment of process owners overcomes this flaw.
The job of process owner is to manage the processes in the critical areas of improvement, boundary management, metrics, collaboration and advocacy. The process owner coordinates the functions and activities at all levels of the process, and has the authority and ability to makes changes to the process. He is responsible and accountable for its outcome.
6. Begin a Never Ending Cycle of Business Process Improvement
With your core processes defined and documented, appropriate metrics selected and process owner appointed, the next step is to begin an improvement cycle.
Using process diagrams, value stream maps and metrics, determine the current capabilities of your core processes. Identify and quantify areas of greatest opportunity using information from customer surveys, comparison of your process performance with a similar ideal process, etc.
Continuous business process improvement is the subject of our next article. Be sure to watch out for it.
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