1. RAPID PROCESS CHANGE TUTORIAL

7. Client Process Owner Discussion 1 Sustain Improvements The focus of the first discussion is on identifying the core , or mission critical, process(es) and understanding the issues, root causes and opportunities. Discussion 1 Discussion 2 Discussion 3 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Assess Processes

16. Process View Stage 1 Stage 2 Stage 3 M a n u f a c t u r i n g M a r k e t i n g R & D M a n u f a c t u r i n g M a r k e t i n g Order Management Resource Planning New Product Development R & D Functions drive the business Processes are acknowledged but functions dominate A process view drives Rapid Process Change Successful Rapid Process Change requires cross-functional process views. Key Concepts

20. Rapid Process Change – Isbank WS3 Approach Overview Sustain Improvements Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Change & Transition Management Project Management Discussion 1 Primary Output: Process Issues, Root Causes and Opportunities Discussion 2 Discussion 3 Approach Overview The RPC Method follows a structured 5 stage approach that identifies issues and root causes. Next, improvement opportunities are evaluated, prioritized and selected. Three discussions are used to ensure alignment and buy-in for the results from each step. Supporting the approach are effective project and transition management. Primary Output: Prioritized Implementation Solutions for Development Primary Output: Evaluated Opportunities

31. Scope Determination Processes that are not delivering the desired results (e.g., high Cost of Quality, sub-par performance) Good processes that have not been implemented well Processes which may no longer be aligned with strategies or customer requirements Candidates for Rapid Process Change There are four types of processes that may be good candidates for Rapid Process Change: Mission-critical processes (high importance relative to other processes) Mobilize Team

42. RPC Discussion 1 – Defining the Process (SIPOC) Suppliers Customers Inputs Outputs Major Process Steps 1. 2. 3. 1. 2. 3. 1. 2. 3. 1. 2. 3. Cycle Time: Performance Measures: Transaction Volumes: Process Name: Purpose: Systems & Info Resources Assess Processes

44. Key Deliverable: BPR In a Box Process Template Later, the process template, the first Artifact in the BPR In a Box kit will be used to document critical process information and help identify potential process gaps. Assess Processes

46. Key Deliverable: Issues, Root Causes and Opportunities Summary This template from the BPR in an Box can be used to document issues and improvement opportunities. Discussion 1 Focus Assess Processes

49. Tool: Generation of Improvement Opportunities Objective: Improve functional performance Reduction of services / outputs More rational generation of services outputs Reduce content Reduce quality Reduce frequency Eliminate Substitute / combine Defer More efficient organizational allocation More streamlined work processes Fulfillment of necessary preconditions Centralize Decentralize to business units Contract out/bring in-house Standardize Balance workload / combine activities Improve data processing support Modify inputs Automate / de-automate Develop organizational aids Increase / decrease skill level of staff Increase incentives Change process flow Improvement opportunities can be generated by systematically thinking through the options for each activity that must be performed in a process. Illustrative Assess Processes

52. Discussion 2 Sustain Improvements Discussion 1 Discussion 2 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Discussion 3 Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Assess Processes The The focus of the first half of the Discussion 2 is on generating additional opportunities. From this list, opportunities can be compared and evaluated.

56. Discussion 2 Sustain Improvements The focus of the second half of Workshop 2 is on comparing and evaluating opportunities to be implemented. Discussion 1 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Discussion 2 Discussion 3 Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Evaluate Opportunities

57. Key Deliverable: Opportunity Evaluation Template The other half of this template from the BPR in an Box can be used to capture benefits, risks and resources required for each issue and associated opportunity. Discussion 2 Focus Evaluate Opportunities

61. Rapid Process Change Overview Sustain Improvements At the end of the Evaluate Step, the findings are presented to the Stakeholder(s) Stakeholder(s) review: Recommended Improvements Stakeholder(s) review: Issues and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team RPC Key Outcomes and Deliverables: Stage 1: Project team formed & plan developed Stage 2: Process definitions completed & issues with process, root causes and opportunities identified Stage 3: Opportunities evaluated & prioritized, selected and documented Stage 4: Develop and implement selected improvement opportunities Stage 5: Sustain implementation of selected improvement opportunities Evaluate Opportunities

63. Discussion 3 Sustain Improvements The focus of the third discussion is on prioritizing and selecting opportunities to pursue. From the prioritized list, solutions are selected for implementation. Discussion 1 Primary Output: Process Issues, Root Causes and Opportunities Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Discussion 2 Discussion 3 Primary Output: Evaluated Opportunities Primary Output: Prioritized Implementation Solutions for Development Evaluate Opportunities

64. Prioritization Framework Opportunities with service improvements and quantifiable financial benefits are plotted proportionally Return Increased Efficiency and Effectiveness High Low Low High Risk Take Action Quickly Capture Opportunity as Resources Allow Do not Pursue, or Pursue Last Rigorous Focus of Attention And Resources To Ensure Success All opportunities are plotted based on the project team’s assessment Improvement opportunities can be evaluated in terms of expected returns and risks. This evaluation, highlights the challenges which drive risk management and implementation planning. Evaluate Opportunities

74. Change Elements In An Implementation Plan Are improvements carried out at the right level, with staff personnel acting as coaches and counselors? Are personnel from other functional areas included in the process? Does the plan ensure continuity from one year to the next, or is it focused on the current situation and the development of goals and actions for the immediate future? Has senior management adequately communicated its vision of corporate goals to the business areas responsible for actually implementing the improvements? Is leadership sufficiently committed to the process to free up the personnel needed to implement the improvements? Does the plan facilitate and encourage sharing of insights between participants? Does the plan allow for revision of the improvements prior to adoption? Has a logical, hierarchical outline been established for the completed improvements, such that participants have a clear picture of the end product? Has a format for the necessary analyses been established and communicated to participants? Do procedures exist to track progress and resource consumption of improvements? Role Definition: Company-Wide Involvement: Continuity: Goal-Setting: Commitment: Participant Interaction: Opportunity for Revision: Structure and Format: Post-Auditing: Implementation plans should address these change management best practices Implement Improvements

85. Deliverable - Communication Plan, Sample Implement Improvements

87. Deliverable - Training Plan, Sample Implement Improvements

97. RPC relies on standardized tools to drive the project Document business case for recommended improvements Sustain Improvements Implement Improvements Evaluate Opportunities Assess Processes Mobilize Team Stage Checklist Example Templates Process Template Issues and Opportunities Opportunity Evaluation Template Implementation Plan Determine Schedule Communication to Organization / Dept Send communication to the organization / department Establish process team and conduct training Obtain background information on process Evaluate processes (complete process template) Identify issues and improvement opportunities Identify select best practices / benchmarks Memo Identify benefits, risks, resources required Develop quantitative cost / benefit analysis Prioritize opportunities using return / risk matrix Identify high-level implementation approach Complete Opportunity Evaluation template Present improvement opportunities to Steering Team Complete detailed implementation plan Allocate resources for implementation Communicate changes and timeframe to organization Determine scope and schedule Activity 1 Activity 2 Process Step Issue Opportunity Step Tasks Resp. Start End Deliver Status Process Map RPC ‘Generational’ Model RPC Methodology 1 st generation 2 nd generation 3 rd generation 4 th generation RPC Training Cycle Proof of Concept Proof of Concept LEAD with NO guidance LEAD with NO guidance Training Cycle Proof of Concept Proof of Concept LEAD with NO guidance LEAD with NO guidance Perform with guidance Perform with guidance Develop a Sustainability Plan 3 month –6 month Check Wrap-up Return / Risk Matrix Return Risk Issue Opport. Benefits Risks Resources Improvement Opportunity Templates Improvement Opportunity: Key Evidence: Qualitative Benefits: Perform with guidance LEAD with guidance LEAD with guidance LEAD with guidance