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Similaire à Process Improvement Framework
Similaire à Process Improvement Framework (20)
Process Improvement Framework
- 1. Business Process Improvement (BPI)
Services Framework
July 20th, 2010
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential.
- 2. Project Selection
Rapid
assessment Screen initial
Prioritize list
and select
Scope and
define
Outcomes
and list
validation
projects projects
― Projects selected are aligned with
strategic company objectives i.e.
1. Rapid assessment and validation
Identifies what is important to the
― Establish process baseline, develop hypotheses organization
about likeliest rich targets for improvement, and
validate with data ― Selection and prioritization of projects
based on the value of their benefit-
2. Screen initial list effort
― Score each project on benefit/effort and create
matrix ― Problems, goals and metrics identified
are well defined and agreed upon
― Select highest priority opportunities for further
analysis ― Clearly defined scope
3. Prioritize list and select projects ― Positions and aims the improvement
― Assign selected opportunities to sponsors project for success
4. Scope and define projects
― Draft project charters
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential. Slide 2
- 3. Evaluate the Process
Perform Outcomes
Define the ―Define the baseline
value-add
baseline ▪ Answers to the questions:
analysis
1. Is there really a problem?
2. What is the real problem?
Define the baseline ▪ Status of current process performance
― Provides a visual view of the as-is ▪ A complete picture of process details
process i.e. the value stream maps with flow
and data
― Identifies what’s really currently
happening in the process ―Perform value-add analysis
― Establishes the mark against which ▪ Identification of critical value drivers
improvement will be measured their impact on the business and the
sources of inefficiency and
Perform value-add analysis
ineffectiveness
― Determines the value of each step based
on whether it is Customer value-add,
Business value-add or Non-value-add
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential. Slide 3
- 4. Define the Baseline
Steps Outcomes
1. SIPOC (Supplier, Input, Process, Output, ― Answer to the question: “Is there a
Customer) problem?”
― Leverage available existing process models and ― Discovery of the real problem
SIPOC in repository
― Create SIPOC, if necessary ― Identification current process
performance
― Establishment of mark against which
2. Utilize existing KPI and other reporting
improvement will measured
metrics to:
― Obtain repository information on process data
― Validated view of how the process is
currently being executed
― Perform additional measurements, if required
― A “complete picture” of the process for
performing value-add analysis
3. Value Stream Maps (VSM)
― Leverage ARIS and check to see if available
― Create VSM if not available to obtain visual of
process details i.e. flow and data
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential. Slide 4
- 5. Perform Value-add analysis
Steps Outcomes
1. Determine the value of each step in the ― Recognition of waste and defects in the
process based on whether it is – process
― Customer value-add: An activity essential to ― Discovery of the actual amount of value-
deliver a service to the customer, a function that add time in the process
enables on-time delivery
― Answers to the questions –
― Business value-add: Something that improves
effectiveness in a process or addresses ▪ Does the customer care if this activity,
regulatory requirements decision, or movement is done?
― Non value-add: Any activity not required to meet ▪ Does this activity change the product
customer needs or run the business or service physically?
2. Classify "wait" or "idle" time in the process ▪ Is this step essential to doing it “right
that can be eliminated the first time” (not a rework loop)?
3. Identify rework loops in the process that ― Identification of the opportunities for
can reduced improvement
4. Check for non-value-added work in
decisions and hand-offs
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential. Slide 5
- 6. Improve the Process
Steps Outcomes
1. Using the results of the value-add ― Elimination of waste in process
analysis, identify the changes to be made ― Reduction of non-value-add activities
by:
― Efficient and effective customer value-
― Working on eliminating as many non-value add
add actions
activities as possible
― Identifying solutions to streamline business ― To-be process that will be efficient,
value-add activities effective
― Enhancing the customer value-add activities ― Plan that is effective to manage the
2. Then work on creating to-be process implementation and the change
maps
3. Conduct walk-through of to-be/new
process
4. Obtain approval/buy-in/sign-off on to-be
process
5. Develop plan of action
– Implementation plan
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential. Slide 6
- 7. Manage the Change
Implement Perform Steps
Follow-up
Changes Updates
1. Implement changes
― Technology – change/update
Why is it important? systems/applications if necessary
― Provides impetus to implementation ― People – manage resource changes if required
plan and execution ― Training – Conduct process training as required
― Will help identify resistance and allow ― Roll-out and use the “new” process
for the mobilization of acceptance
2. Perform updates – Repository
― Once implemented will sustain the ― Update KPI/Reporting
improvement
― Update process models, SIPOC, and VSM
― Increased probability of meeting project
― Update policies, procedures and work instructions
objectives
3. Follow-up
― Define implementation needs:
― Calculate benefits from process improvements
Systems
― Communicate results to stakeholders
People
― Recognize the team
Training
© 2010 TIMPCO Project Management Inc. All rights reserved. Proprietary and confidential. Slide 7