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Achieving Operational Excellence through employee-centric processes

Achieving Operational Excellence through employee-centric processes. Carol Robertson. Understanding processes. How many initiatives in your organisation are running in isolation? ...all defining processes?. Wouldn’t it be good if you could….

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Achieving Operational Excellence through employee-centric processes

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  1. Achieving Operational Excellence through employee-centric processes Carol Robertson

  2. Understanding processes How many initiatives in your organisation are running in isolation? ...all defining processes?

  3. Wouldn’t it be good if you could… have robust, consistent and relevant process standards which are easy to understand, in a central place

  4. Three types of Processes • Material Processes: • Information Processes: • Business Processes:

  5. Business Process Requirements Drive operational excellence through • Standard • Robust • Accessible • Practical • Visual and graphical processes • Easy and intuitive for every day use

  6. Business Process Requirements Acollaborative environment where every user and manager knows where they are in a process, how to perform each activity and what requires legislative/internal rules compliance.

  7. Business Process Management Gartner: BPM is a management practice that provides for governance of a business process environment toward the goal of improving agility and operationalperformance.

  8. BPM includes Gartner: A structured approach that employs • methods, • policies, • metrics, • management practices and • software tools to manage and continuously optimise an organisation's activities and processes.

  9. What does this mean for YOU? Processes should be viewed as ‘valuable assets’. It’s about managing the organisation’s operations as processes rather than as functions Software has evolved to the point where we can support this in a more structured way

  10. Manual vsAutomated Manual Activities All the activities in your organisation Automated Activities % of each = ?

  11. Manual vsAutomated Manual Activities Written documentation: MS Word, Visio etc… All the activities in your organisation Automated Activities Enterprise Applications: SAP, Oracle, HR, Payroll etc… % of each = ?

  12. Manual vsAutomated Manual Activities EASY BPM TOOL with Document Management All the activities in your organisation workflow: K2.net, Casewise BPA tools Automated Activities Intalio, Tibco, Web Methods Enterprise Applications: SAP, Oracle, HR, Payroll etc… % of each = ?

  13. ProcessManagement Process Modelling Visio PowerPoint Intranet / Training BPA IT Analysts and Business Analysts Process Owners and Business Managers Business users Traditional BPA and MS Word, MS Visio  Lack of standards Lack of change control Un-maintainable Un-integrated No Metrics No collaboration

  14. EASY BMP TOOL BPA BPM – closes the usability gap Business ProcessManagement Process Modelling  Consistent standards Process Mapping  Change control  Collaboration  Easy to maintain  Integrated  Include Metrics IT Analysts and Business Analysts Process Owners and Business Managers Business users

  15. Process Mapping in live workshops • Must be easy to learn • Must be fast and effective • Allowing you to draw process diagrams at the speed of conversation There is no better way achieve buy-in and adoption than putting the subject matter experts at the heart of the project.

  16. Simple Common Language Drill-Down (sub-process) How (attachments) What (verb and noun) Why (output) When (input) Who (role)

  17. Step 1 Step 2 Step 3 Step 4 Simplify Role • How do I …. ? • Simple linear flows which are easily understood • Ideal for new users

  18. PayShop processes

  19. Capture New Employee Details

  20. Attachments

  21. Call HR/Payroll System or IT Process Either open HR/Payroll capture system directly or call a workflow/information process

  22. Call Information Process

  23. Employee capture

  24. Verification and Compliance Activities Linkcompliance statements: ISO9000, ITIL, COBIT, Six Sigma

  25. Personalised Portal

  26. Benefits • Cost Savings: time, effort, controls, compliance • Reduced time on training new staff • Reduced risk of non-compliance • Increase Staff satisfaction – ‘authoritive guide’ • Reduced time on searching and reworking documents • Streamline and safer working practices • Collaboration – sense of ownership

  27. Summary The HR processes (architecture) must: • be easy to understand • be used operationally • invoke the right technology (HR system) at the right time • be measurable • facilitate user feedback (collaboration) • allow for understanding of policies and methods • adhere to any compliance issues and therefore becomes the on-line Intelligent Electronic Operations Manual for the organisation

  28. Achieving Operational Excellence through employee-centric processes Carol Robertson QUESTIONS ? DRAW

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