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One of the eight quality management principles on which
the ISO 9000:2000 series of standards is based
relates to the "process
approach". Why the change? Because ISO recognise that:
"A desired result is achieved more efficiently when activities and
related resources are managed as a process."
To prosper in today’s ultra competitive business environment we
must continually seek to create value for customers and interested stakeholders.
This can only be achieved if we view our organisation as a network of
interacting processes that are managed effectively and improved regularly.
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A Guide for Business Improvement
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This guide focuses on establishing
a management system, which will enable your business to satisfy
your customers in an effective and efficient way. It also looks
at using the process approach for other system requirements such
as ISO 9001 (quality management systems), ISO 14001 (environmental
management systems), OHSAS 18001 (health and safety management systems)
and other sector-specific quality management systems. (Automotive
- ISO/TS 16949:2002, Telecommunications - TL 9000, Aerospace - As/EN
9100).
Topics covered include:
- Process approach & process management system
- Leadership & responsibility
- Resources
- Customer-oriented & support processes
- Process maps
- Waste elimination
- Measurement & improvement
- Implementation |
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Looking
at Work Horizontally
In recent years virtually every size of organisation has undertaken some
kind of formal improvement activity. In many cases, real improvements have
been made. In other cases, however, the results have not been as substantial
as hoped. What's needed is a comprehensive approach, and the starting point
- look at work horizontally...
Achieve Global
Balancing Performance
Metrics: Establishing Process and Results Measures
There is a clear and obvious dynamic relationship
between results measures and process measures. Neither is sufficient on
its own and any good measurement system will seek to find an appropriate
balance of both kinds of indicators. Knowing what the score is at the end
of the game is critical; knowing how the score got that way is just as important.
Mark
Henderson
Process
Landscapes
One of the Principle reasons for making the transition from functional silos
to process management is to conquer the inevitable politicking that goes
on between departments. Tim O'Hanlon argues merely changing "functional
titles" into "process names" does little to alter the political
landscape of the business...
Tim O'Hanlon Eurospan
Developments Limited
Strategic
Process Management
If delivering service quality is an organisation's goal, it needs more than
quality service programmes or even strong levels of staff commitment. First
and foremost, the company must be 100% aligned behind the business processes
connecting it with the customer. This is the one and only route for achieving
real customer service excellence and consistently exceeding customer expectations.
This collection of customer storys outlines the benefits of addressing processes
as they relate to the customer...
Achieve Global
Process Management Pathways
and Pitfalls
Process management is an invaluable part of disciplined management systems.
Discover the Process Management approaches that can help you to avoid the
pitfalls and pave your organization's pathway to success...
Jim
Clemmer
Breaking Down the Walls
Although it saves money and promotes flexibility, process orientation means
losing those cherished, autonomous departments. For most organizations,
process orientation offers one of the biggest improvement opportunities
available. It also represents a huge change in the way most organizations
view and manage themselves. With process orientation, organizations think
in terms of integrated processes rather than a confederation of functional
departments...
Craig
Cochran
Process Management Improves the Horizontal
Flow
"Major breakthroughs in time to market, investment, piece cost, and
quality come horizontally across the organization, not vertically through
individual, isolated functions. And it is our business schools that have
not taught how to manage process across functions." — Louis Lataif,
Dean of the School of Management, Boston University quoted in, "MBA:
Is the Traditional Model Doomed?", Harvard Business Review...
Jim
Clemmer
Managing
the Business of Making Engines
A case study from the £420 million BMW factory at Hams Hall. Ceri
Davies, Dean Lucas and Tim O’Hanlon explain how changing thinking
from functions to processes needs a lot of planning...
Tim O'Hanlon Eurospan
Developments Limited
Business
Process Management
'Business Process Management' (BPM) might be regarded by cynics as yet another
grand title for applied common sense. But organisations which address BPM
are recognising three fundamentally important issues...
Develin & Partners
Business
Process management an outline of project steps
Sensitive cost reductions made through improving processes, removing unnecessary
activities and re-balancing resources into areas of risk and to improve
service levels requires a disciplined approach, effective tools and techniques
of analysis and the co-operation and involvement of the people doing the
work in the organisation. This document outlines the main work-steps of
the BPM approach...
Develin
& Partners
A
Strategy for Profit
A strategy that is often overlooked as a major driver on profit is that
of improving the performance of existing processes. This improvement work
is generally regarded as something which is done on an ongoing basis and
which is slow at generating small improvements. Though it is true that
most facilities are improving constantly, few are recovering the sort
of profit that can be unleashed with a step change in process performance...
Ian
Quest Newton Industrial Consultants Limited
Increasing Profits without Capital Expenditure
Plants which have been around for a long time are usually considered 'optimised'
or 'at full capacity'. It is, however, always fruitful to look at how
much potential can be uncovered in the existing process...
Ian
Quest Newton Industrial Consultants Limited
Market
Share Will be Won on Unit Cost
Andrew Hawes argues that it is possible to increase capacity and reduce
unit cost (without capital expenditure) if we systematically solve the
multitude of problems which afflict all production processes...
Andrew
Hawes Newton Industrial Consultants Limited
Process
Benchmarking Workbook
A useful workbook designed for public and in-house practical workshops
for groups engaging in process benchmarking activities...
Services
Ltd
| Further reading |
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Business Process
Management: The Third Wave
by Howard Smith, Peter Fingar |
This book
heralds a breakthrough that redefines competitive advantage for
the next fifty years. Don't bridge the business-IT divide: Obliterate
it! The book is the first authoritative analysis of how third-wave
business process management (BPM) changes everything in business
and what it portends. While the vision of process management is
not new, existing theories and systems have not been able to cope
with the reality of business processes --until now. This book describes
a radical, simplifying shift in process thinking and technology
that utterly transforms today's information systems and reduces
the lag between management intent and execution.
A process-managed enterprise makes agile course corrections, embeds
Six Sigma quality and reduces cumulative costs across the value
chain. It pursues strategic initiatives with confidence, including
mergers, consolidation, alliances, acquisitions, outsourcing and
global expansion. Process management is the only way to achieve
these objectives with transparency, management control and accountability.
The process-managed enterprise grasps control of business processes
and communicates with a universal process language that enables
partners to execute on shared vision --to understand each other's
operations in detail, jointly design processes and manage the entire
lifecycle of their business improvement initiatives.
Process management is not another form of
automation, a new killer-app or a fashionable new management theory.
With the third-wave BPM breakthrough and its solid mathematical
underpinnings, business processes can now be unhindered by the constraints
of existing IT systems. Short on stories and long on insight and
practical information, this book will help your business become
the company of the future, the real-time enterprise, the fully digitized
corporation --the process-managed enterprise. The book also offers
continually updated information and a dialog with the authors at
its Web site.
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US |
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Links
The Business Process Management
Group
The Business Process Management Group (founded in 1992) is a global business
club exchanging ideas and best practice in change management. They have
over 2000 members across all business sectors and provide articles, case
studies, seminars and research to improve organisations work across business
processes, information technology and people...
Structure Your
Enterprise
If you are developing a process management system try this excellent resource
from Quality Management International, Inc. The online tool guides readers
through the long-established ten phases of the people > processes >
system approach.
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