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Business Process Re-Engineering: It’s for Everyone!
Shirley ChangFrank Olmos
Rod Freudenberg
Superintendent’s Leadership ConferenceAugust xx, 2014
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Drum Majoring Is NOT for everyone!
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Direction and Destination are Important
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Caution…
Jargon Ahead
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Business Process Re-engineering (BPR)
• Analysis of workflows and business processes to make major improvements in speed, quality, cost, and customer satisfaction.
• Common denominator for:• Total Quality Management (TQM)• Statistical Process Control (SPC)• ISO 9000-1• Capability Maturity Models (CMMI)• Malcolm Baldridge National Quality Award (MBNQA)• Lean Manufacturing• 6 (Six Sigma)• Lean Six Sigma• Etc.
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Business Process Re-engineering• Fundamental re-thinking and redesign of how
business of any kind is done (Not minor tweaking).
• High leverage of technology with a focus on questioning everything about a work process before automating it.
• Rooted in manufacturing (in 90’s) but applicable to every area of work, including services and education (since 2000).
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Requirements of Re-engineering
• Critical processes• Strong leadership• Cross-functional teams• Information technology• Clean-slate philosophy• Process analysis
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Re-engineering Features• Make the customer the starting point for
change• Design work processes in light of
organizational goals• Restructure to support and improve front line
performance
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Process Capability Maturity Stages
Ad-hoc
Repeatable
Enabled
PredictableOutcome
Enhancing
21
34 5
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DMAIC(How processes mature)
Define: How does the current process work?
Measure: How well is the current process working?
Analyze: What are the sources of delays, errors and variability in outcomes?
Improve: What are best practices and what can we do to improve it?
Control: Implement and sustain change in process
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BPR Management CycleIdentify and
Define Processes
Analyze Process “As is”
Redesign process
Implement, Support, Measure
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What is a Business Process?
• Means by which a product is produced or service delivered.
• Involve:– Customer/End User– Equipment/technology, Materials, Information– Before state, Activities, After State
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SIPOC (Value Stream)Suppliers Inputs Process Outputs Customers
YouCornershop
KettleWaterCoffeeMug
Mug of coffee Wife
Making Coffee
Boil water Add coffee to mug
Add boiling water to mug Serve
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Role 1
Role 2
Role 3
Role 4
Role N
Multi-Role Process Map
Process Step 1
Process Step 2
Process Step 2.5
Process Step 3
Process Step 4
Decision YES
NO
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Identify a Process – Group Exercise
1. What is your product or service?2. Who is your customer?3. What does your customer actually want?4. What is your starting point?5. What is the series of actions done to deliver
your product or service?
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Criteria for Effective Process
Typical “metrics” include:–Quality– Timeliness–Cost–Customer Satisfaction– Legal/Regulatory Accountability
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Objectives of Process Analysis
• Sources of variation in key metrics– Where in the process does variation originate?– Root cause analysis
• Sources of inefficiency
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Value-Added?• Value-added work– Produces final product or service– Improves quality, reduces error or defects– Contributes to customer satisfaction
• Business required– Legally required step/documentation– Accounting, tracking, record keeping– Administratively required for process control or meeting
other operational requirements• Non-value-added work (everything else!)
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Improve the Process• Simplify process by:
– Eliminating non-value added steps– Reducing resources used– Automating routine/cyclical operations
• Standardize process by:– Role specification and clarification– Use of uniform materials and methods (supply chain mgmt.)– Documentation and training
• Control the process:– Control sources of variation in quality and timeliness– Meet customer expectations consistently and predictably
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Control the Process
• Measure and evaluate the new process• Ensure the process is being managed and
monitored properly• Expand the improved process throughout the
division/organization
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Final Exercise• Discuss the process you defined:– What would be some Key Performance Indicators or
Metrics?– What in the process causes variation in the products or
services?– What would be high-leverage steps in the process to
improve quality?– What steps are:
• Value-added? • Business required? • Non-value-added?
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Leadership involves commitment to the destination, showing the way, keeping everyone together, and building engagement.