Business Process

Improvement

A strategy for
productivity and
competitiveness 1
Business Process
Improvement

2
Objectives

3
Objectives

4
Five important steps

5
Five important steps

6
How the Business Makes
Money

Revenue –
Expenses =
Profit 7
Business Process
Improvement
Business Analysts
connect to a Value
Proposition through
Value Delivery =
Processes
8
Alignment with core business
processes

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Process Improvement
Objectives

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Process Improvement
Objectives

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Good Business
Processes…..
 Enable you to make better
business decisions and
implement them faster
 Help to improve and control
your operations
 Improve your production
flow 12
 SIPOC
Suppliers Inputs Process Outputs Customers Requirements
See Below

Step Step Step Step Step

1: 2: 3: 4: 5:
14
15
Lifeline of Crown Pavilions

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Value
Stream
Mapping

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18
19
20
 OEE/F Production
ocused Production Maintenance Quality Engineering
Control
Purchasing Sales Admin.
1
Improv
ement

Autono
mous
2
Mainte
nance

Planne
d
3
Mainte
nance

Trainin
4 g&
Skills

Initial
Phase
5
Manag
ement

Quality
6 Mainte
nance
Admini
7 strative
Work

Safety
&
8
Enviro
nment 21
Involvement of Each Department By Pillar
(Example)
 Production
 Maintenance
 Quality
 Engineering
 Production Control
 Purchasing
 Sales
 Admin.
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Involvement of Each Department
By Pillar (Example)
1 OEE/ Focused Improvement
 2 Autonomous Maintenance
 3 Planned Maintenance
 4 Training & Skills
 5 Initial Phase Management
 6 Quality Maintenance
 7 Administrative Work
 8 Safety & Environment
23
 Activity Management : Example of Activity Board
The People TPM Progress Line-2 The Results
The team The Chart
Objectives:
Breakdowns/month
0

The action plan

The Layout Process failures/month
The Schedule Methodology

The achievements OEE Casting

The Master Plan
Involvement Competencies

F.A.

Updated on XX/XX by NB

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Well-defined and Well-
managed Processes

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Quality Business Processes

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Quality Business Processes

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It’s all about the business

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It’s all about the business

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Creating a baseline

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Creating a baseline

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Creating a Functional Review
Process
 “Standardized” template –
unique story
 Creates a baseline (efficiency
and effectiveness) and metrics
 Each functional area presents
to Sr. Management
32
Creating a Functional
Review Process
 Feedback memo with approvals
and direction
 Inputs to Operational Plans and
Goals

33
Content

34
Content

35
Content

36
Content

37
Context of Organizational Fit

Develop Acquire Install Administer Process* Retain

Product Client Client and Service Claims Client

Enabling Processes

 Description of Services

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Business Process
Improvement

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Business Process
Improvement
2010 - a capacity review
of this team will begin –
metrics, skill set,
tracking of time &
volumes – to right size
team
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 Volume and Staffing

12 3000

10 2500

8 2000
Staffing

Volume
6 1500

4 1000

2 500

0 0
Q1 '05 Q2 '05 Q3 '05 Q4 '05 Q1 '06 Q2 '06 Q3 '06 Q4 '06 Q1 '07
Staff 10 10 10 10 7 7 7 7 6
Volume 2848 2529 2057 2729 2248 2102 1767 2467 2064

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Metrics – Provider Loads
Provider Loads - Service Timing

100.00%
98.00%
Percent

96.00% Actual
94.00% Goal
92.00%
90.00%
5

7
5

6
'0

'0

'0

'0

'0
1Q

3Q

1Q

3Q

1Q
Time
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Global Opportunities

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Business Process
Improvement

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Identify Opportunities

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Identify Opportunities

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Identify Opportunities

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Best Practices—Lean

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Best Practices—Lean

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The Importance of Culture and
People

 Emphasis on the people – great

people can execute a great
work
 How we do work is personal
 Workforce engagement
 Strong change management
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Sustainable Operational
Excellence Culture

It’sall about the people

soft V hard stuff
Top down and bottom up
Quick wins

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Sustainable Operational
Excellence—Culture Shift
 “Learning to see”
– New thinking
– New skills
– New tools, sources of knowledge

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Business Process
Improvement

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Business Process
Improvement

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Business Process
Improvement

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Business Process
Improvement

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Resources
 www.bptrends.com
 “Lean Enterprise Value,” Murman et. Al
 “Business Process Change,” Paul
Harmon
 “Business Process Management,
Profiting from Process,” Roger T.
Burlton
 http://lean.mit.edu

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