Process improvement | Process improvement plans.

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Process improvement | Process improvement plans.

Process improvement is a series of interrelated activities that start with an input (a request, information, or raw material from an internal or external customer) and produce a specific output by adding value to that input.

An organization’s core processes are a series of transactions that flow horizontally across multiple divisions on a vertical organizational chart. The greatest opportunities for improvement exist in the “white spaces” between uncontrolled departments where authority and responsibilities are not well defined. These white areas are the places where the most time loss and friction are experienced.

WHAT IS NOT PROCESS MANAGEMENT?

  • Process management and Process improvement is not a project that can be done and finished at once. In some companies, if Process Improvement is not fully and transparently explained to the employees about what is to be done, it may create a concern in the employees about the “reduction of staff” and indecision and even resistance to participate in improvement studies.
  • Process improvement is not staff reduction work.
  • However, as unproductive work and steps are reduced, job descriptions may change or new tasks may be needed. This will mean that there may be changes in the duties of the employees. These issues should be explained when announcing the decision to move to a process-oriented approach to employees. If staff reduction will inevitably come to the fore, what kind of mechanisms will be created for these people should be thought through.

What is BPM, BPI, BPR?

  • “BPM – Business Process Management” – Business Process Management,
  • “BPI – Business Process Improvement” – Improvement of Business Processes,
  • “BPR – Business Process Re-engineering” – Redesign of Business Processes,
  • “Process Redesign”,
  • “Process Innovation”,
  • Change Engineering, etc.

Identifying, defining, assigning owners, and continuously monitoring an organization’s business processes is called “process management” (BPM). If process management does not include “improvement”, it cannot be called “process management”. Process Improvement (BPI – Business Process Improvement) concept will also include “process management”; because what is not managed cannot be improved. The strategic approach of identifying, defining, monitoring, and improving processes is called “Process Management” (BPM) or “Process Improvement” (BPI).

The words “Process Redesign” or “Process Innovation” are used for the concept of “Business Process Redesign – BPR Business Process Reengineering”. Making massive, radical changes in the process; The approach of almost making the existing process from scratch and redesigning it with the approach of “how would we design this process if we were designing it for the first time now and without any conditioning or restriction”…

Improvement Redesign

In an organization that has identified and started to manage its processes, the first thing to do about the process handled in the continuous improvement cycle is to examine the current state of the process. It is then decided whether to redesign the processor to make minor changes to the existing process.

BPI, Process improvement, after examining the current state of the process, there are 3 different approaches…

  1. Making improvements in the process by making changes in process steps or processes within steps, by eliminating or reducing non-value-added steps and bureaucracy, or by improving the training and working conditions of process participants only
  2. Redesigning the process from scratch (ie BPR – redesign)
  3. Executing a process selected as a result of benchmarking

Even when a process is selected for improvement by a group we can call the Process Monitoring Committee, composed of senior management or senior management, the status of the process is more or less known.

While the Process Improvement Team created is examining the current state of the process (making a map, interviewing customers and employees in the process, learning about requests, expectations, disruptions, taking suggestions, learning about inhibitors, recording current measurements, making measurements if not done).

  • Firstly, examining the root causes of problems
  • Secondly, Discussion of improvement solution options
  • Thirdly, and most importantly, deciding on one of the options
  • Moreover, pilot application and review of results
  • dissemination of the application

More steps:

If the current situation review shows that major changes will be made in the process; there is no need to pinpoint the root of problems in detail; These are already apparent and known.

  • Using creativity and innovation
  • By searching for best practices through benchmarking and often using new and cutting-edge information technology possibilities.

The process is redesigned. (The ‘withdrawal’ processes would not have changed had automatic cash machines not been invented. But the process can be redesigned without using technology.

SUMMARY

Process Management includes ‘improvement’, Process Improvement includes ‘managing processes’.

  • When an organization begins process work or considers a process for review, it cannot decide – without even examining it – whether to improve or redesign (but if all your competitors are now doing a certain job in a certain style and with a certain technology and you are still a thing of the past, you need to study your process at length For example, if you are a bank and still work with a single teller, or if you do not have the option of using an automatic cash machine ATM in your deposit/withdrawal process, there is no need to examine your current processes and try to decide on the type of change).
  • When examining / after the process it turns out that the improvement will be large (radical – gradual) or small (gradual) (except in cases similar to the examples above)
  • The concept of Process improvement called BPI
  • Managing Business Processes,
  • It includes continuous improvement.

Continuous Improvement

  • It means continuous monitoring of process performances and making improvements when necessary.
  • Improvement can be gradual (small) or gradual (radical).
  • Continuous improvement does not mean that the process will be continually improved, little by little.
  • Total Quality Management questions gradual and incremental changes. TQM does not just mean gradual changes.
  • A redesign that enables incremental improvement does not necessarily require the use of new technology. While this is often the case, without the use of technology, such radical changes can be made in the process that customer satisfaction and/or process performance can increase exponentially.
  1. Basic processes, processes that focus on satisfying the external customer
  2. Support processes, processes aimed at satisfying the internal customer
  3. Management processes, Processes for managing basic and support processes, Process improvement

Classifying processes can help an organization in matters such as which Process improvement it will focus on first and allocate resources. It should also be remembered that the end customer of the core processes is the external customer. Support Process improvement, on the other hand, support basic processes; they serve them; customers are internal customers. However, this does not mean that support processes are less important.

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