Process Re-engineering – Workshop 2 (Processes Overview)
The Appleton Greene Corporate Training Program (CTP) for Process Re-engineering is provided by Mr. Lam Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Lam has been in the management consulting industry for over 15 years. He began his career at an investment bank, and then moved into consulting to address a wider variety of sectors and types of projects. He has delivered consulting projects in Europe, North America, and Asia-Pacific.
He has experience with many different industry sectors – including healthcare, energy, consumer goods, retail, banking and financial services, insurance, transportation and logistics, IT, cosmetics and beauty, and hospitality and tourism.
Mr. Lam has delivered numerous types of consulting projects – including business strategy, mergers and acquisitions, process optimization, cost optimization, digital innovation, robotic process automation, data management, operational excellence, due diligence, new product launch, new market entry, and market analysis.
MOST Analysis
Mission Statement
Processes can be streamlined, automated, outsourced, eliminated, or kept as-is. This module will give an overview of each scenario, along with detailed examples and materials on how and when each of them can be put into practice.
Objectives
01. Processes Overview: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Optimization & Improvement: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Streamlining: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Streamlining Examples: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Automation: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Automation Examples: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Outsourcing: departmental SWOT analysis; strategy research & development. 1 Month
08. Outsourcing Examples: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Elimination: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Kept As-Is: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Right Choice: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Processes Overview: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Optimization & Improvement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Streamlining: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Streamlining Examples: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Automation: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Automation Examples: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Outsourcing: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Outsourcing Examples: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Elimination: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Kept As-Is: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Right Choice: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Processes Overview.
02. Create a task on your calendar, to be completed within the next month, to analyze Optimization & Improvement.
03. Create a task on your calendar, to be completed within the next month, to analyze Streamlining.
04. Create a task on your calendar, to be completed within the next month, to analyze Streamlining Examples.
05. Create a task on your calendar, to be completed within the next month, to analyze Automation.
06. Create a task on your calendar, to be completed within the next month, to analyze Automation Examples.
07. Create a task on your calendar, to be completed within the next month, to analyze Outsourcing.
08. Create a task on your calendar, to be completed within the next month, to analyze Outsourcing Examples.
09. Create a task on your calendar, to be completed within the next month, to analyze Elimination.
10. Create a task on your calendar, to be completed within the next month, to analyze Kept As-Is.
11. Create a task on your calendar, to be completed within the next month, to analyze Right Choice.
Introduction
The 4 Essential Processes
The first four processes are a business’s core procedures. The four business procedures listed below will help your company make money:
1. Concept-to-product
2. Market-to-customer
3. Order-to-cash, and
4. Demand-to-supply
For a firm to be successful, all four processes must be in place. As a result, it is crucial for a company to have a comprehensive understanding of how these activities are carried out on a daily basis. If your company decides not to record all nine types of business processes, we firmly advise that you do so at the very least for these four essential ones in order to promote clarity inside the company. You will undoubtedly find inefficiencies along the road that you may attempt to fix.
The Background Cast
We refer to the following five procedures as the Enabling Processes. These five procedures don’t produce money on their own. The preceding four Essential Processes do, however, receive critical support from the five Enabling Processes. These are the five enabling processes:
1. Procure-to-pay
2. Invest-to-divest
3. Maintain-to-improve
4. Hire-to-retire, and
5. Finance-to-manage
There is no implication that these five processes are any less significant just because they are listed after the four essential processes. Instead, these five enabling processes support the four essential ones. It nearly always happens that important resources are freed up to pursue the four core processes more vigorously if the enabling processes are effective, strong, and clear. Or, to put it another way, companies that take the effort to document and streamline their enabling processes are able to scale more quickly and become more competitive in their markets.
Bubble Wrap For Your Business
The model has one more component to take into account, which is what we refer to as Integral Processes. The essential and enabling processes are sequential, whereas the integral processes are not. Instead, the integral processes act as the “glue” connecting the two foregoing types of processes by integrating the core activities with the enabling processes and vice versa. The five integral processes involve implementing quality systems, adhering to regulations, managing stakeholder relationships, information resources, and process enhancements. They intersect the model vertically. Integral procedures benefit and safeguard the entire company; they aid in risk management and make operations easier. Consider integral procedures like the bubble-wrapping of a significant package before it is transported across the nation.
Business Process Re-engineering: How to Boost Efficiency in Your Organization
Most traditional and manual methods are now obsolete. Many businesses are automating operations in this era of quickly changing technologies in response to the digital transformation.
Business process re-engineering can help with it.
Although starting a new process from scratch is a difficult task, when done well, it may greatly increase revenue and promote growth.
Although it might be a novel idea to some, business process re-engineering gained popularity in the 1990s thanks to a Michael Hammer essay that appeared in the Harvard Business Review.
It’s becoming more crucial for organizations to understand how to use it as its relevance grows.
What, Why, And How Does Business Process Re-engineering Work?
Business re-engineering, according to Michael Hammer, is the basic rethinking and radical rebuilding of business processes to produce significant gains in crucial, modern performance metrics like cost, quality, service, and speed.
It is, in simple terms, a technique for removing pointless workflows and enhancing those that already exist.
This frequently calls for a complete reworking of the existing setup. It can reduce the number of steps required to finish a specific task.
Business re-engineering can be done to enhance the communication and effectiveness between two processes. It can help the business by raising the caliber of its goods or lowering expenses.
It also comes down to setting up cross-functional teams so that every step of the process is accountable. This also entails allowing for little to no conflict among employees in any way.
To get the best results, it must, overall, be consistent with the organizational goals already in place.
Benefits Of A Business Process Re-engineering Program’s Successful Implementation
You should take into account if the current workflow is inefficient or faulty before re-engineering any process. The management may view it as a way to enhance the company.
Whatever the cause, putting in place a business process re-engineering program does show to be beneficial in a number of ways.
Clarity Of Intent
Most businesses are unaware of the details of their business process. There are instances where these processes are not properly documented. When conducting a re-engineering program, you can get a general overview of the processes already in place and assess whether any adjustments, if any, are required. As a result, it can aid in averting any potential mishaps.
Lower Operating Expenses
You can save time and resources by eliminating superfluous chores, which you can then put to better use.
Overall, this lowers excessive spending, which may lead to a rise in your revenue in the future. Despite the fact that implementing new techniques or technology may seem pricey, the expense is warranted. Over time, the organization runs considerably more efficiently.
Higher Standard Of Goods Or Services
Employees can concentrate more on their individual jobs, thanks to the reengineering of the company’s processes.
There aren’t any additional steps necessary as a result. It is also simpler to stay one step ahead of the competition by streamlining procedures overall.
Fosters An Innovative Culture
Teams typically spend a lot of time brainstorming while examining processes. This forces them to constantly be at their best. Companies and employees might discover innovative approaches to completing a task that may soon boost their capability.
Higher ROI
It goes without saying that rearranging your procedures makes your business more effective over time. Even cost-cutting has an impact on this. Since there is no longer any duplication, work is finished more quickly, increasing overall revenues.
Enhanced Client Services
Customer wait times can be decreased by speeding up the procedure. When staff have clear objectives, they are better able to serve their clients.
Additionally, allowing for cross-functional collaboration avoids misunderstandings, ensuring that customers receive the appropriate information.
Business process re-engineering is still very relevant in the workplace today, despite how old it is. It’s time to decide whether you want to lead the pack or fall behind now that the advantages are clear.
What To Remember When Following The Steps For Re-engineering Business Processes
Process optimization in an organization is not always easy. Since any firm has many moving pieces, there are numerous considerations you must make.
So what constitutes a proper business re-engineering program setup?
Step 1: Clearly Specify Business Processes
Only 4% of businesses, according to a BPTrends poll, document their procedures. This implies that the majority of businesses lack a proper understanding of routine jobs.
Therefore, let’s start from the beginning. Think about the organizational mission, whether you are achieving it, and how you are achieving it with your team.
Think about the new procedure’s appearance and whether it will be advantageous to you. Create a flowchart for each task and see whether any steps can be eliminated.
By introducing process standardization, you can make sure that every task is correctly carried out inside your firm. To do this, draft problem descriptions, investigate dependencies, and talk to your teammates.
Step 2: Determine What Areas Require Improvement
Consider what needs to change once you’ve made the decision that change is necessary.
You should look at the current procedures and then determine the bottlenecks in each workflow.
Understanding the goals of the process is necessary to select the best re-engineering strategy.
You should also do an analysis of what consumes the majority of your resources or the time of your employees.
Determine which specific situations call for workflow elimination or process modification. In that situation, rigorous analysis is required.
Even better, you can test the technique’s effectiveness by repeating it several times.
Step 3: Form A Team Internally To Help With The Process
The employees of a company are the best people to know how well it operates. They must be involved in the re-engineering process from beginning to end.
You can designate a senior manager to keep an eye on staff workload and high-level communication. An operations manager typically has more depth of understanding regarding each distinct process.
Re-engineering initiatives, such as educating staff about new technology, can be carried out more effectively with the help of a team.
With so many internal stakeholders collaborating, there ought to be an overseeing committee whose job it is to make sure that nothing goes wrong.
You might even hire a process specialist to offer more guidance on how things ought to be managed.
Step 4: Determine The KPIs For The New Processes
Utilize quantitative metrics for assessing the performance of business operations before launching your new procedure.
Setting up KPIs is crucial since they serve as the foundation for assessing and improving business operations.
A successful re-engineering process will be ensured by taking the time to build a thorough list of KPIs.
What KPIs are appropriate depends on the business strategy you create. Make sure the KPIs match your need for improved ROI and more effective workflows.
Step 5: Come Up With Ideas And Draft Re-engineered Procedures
It’s time to start working once you have everything organized.
Meetings of your internal committee can be used to examine the viability of various strategies.
This can also be done on a trial-and-error basis to evaluate the efficacy of your approach. Don’t only concentrate on one process; you should be able to expand this into other business areas soon.
But you need to assess whether these new implementations are effective enough and how each process interacts with the others.
Step 6: Consider Feedback
You shouldn’t just stop making changes once your newly re-engineered process is implemented.
For future re-engineering needs, make sure you gather and record employee and department head feedback. You should keep going until you reach a stage where you’re accomplishing your goals after each round of feedback.
Otherwise, it’s possible that you’re contributing to the system’s inefficiencies and issues. If there is nothing to show after such a meticulous effort, then what would be the point?
How To Overcome The Difficulties Of Business Process Re-engineering
It has frequently been claimed that putting into practice a process re-engineering plan is challenging. What problems might you encounter when commencing the process, then?
• Lack of information: Information is dispersed throughout many departments in any large or medium-sized company. It frequently goes wrong to combine all of this information into a single, documented process and distribute it around the staff. Most of the time, a gap can be closed if everyone is on the same page regarding what needs to be done and how it should be done.
• Inadequate training and resource use: Implementation is undoubtedly delayed when there are insufficient resources for business process re-engineering. For this reorganization to be properly implemented, qualified personnel, an appropriate budget, appropriate BPR tools, and documentation are all required. Cutting corners won’t get the job done.
• Accepting organizational change is difficult: You should anticipate some resistance or hesitation if you adjust personnel processes. Because employees are used to a certain style of working, learning a new process all of a sudden can be difficult. Having a SOP in that situation can be quite beneficial.
• Having no fixed future objectives: It’s essential to understand how the company should function in the long run while re-engineering a process. You’ll miss out on significant changes that could take place in the future if you simply focus on what is happening right now. It will take more time and resources to get back on track at that point.
The company must prioritize time and approaches while remaining dedicated to the process.
You should not only consider the challenges you may encounter, but also the effectiveness of your new procedure.
How To Evaluate Whether Business Process Re-engineering Was Successful
Your business process redesign is just the beginning. The revised process needs to be monitored for performance. Otherwise, your entire effort will be in vain.
You may position your project for long-term success by taking the time to review your present procedures and adapt them to be as effective and customer-centric as possible.
What kinds of data points should an organization concentrate on in that situation?
• Process Effectiveness: How well the new process satisfies employee needs (i.e., how quickly or easily it enables them to execute their jobs).
• Improved Cycle Times: This refers to how quickly an organization can produce its goods or services. Usually, when a business process is re-engineered, the time is reduced.
• Process Efficiency: Compares time and resource input to the output of goods or services.
• Improved Customer Feedback: Testimonials from customers describing how their interactions with companies have increased or how their experiences with them have improved.
In addition to this, a company should think about how well technology is being incorporated, including digital transformation methods. This will greatly simplify processes and boost widespread process adoption.
Executive Summary
Chapter 1: Processes Overview
Business processes refer to a series of tasks or activities performed by individuals or systems to achieve specific organizational goals. They are crucial for the success and growth of businesses. There are three types of business processes: core processes, support processes, and management processes. Core processes directly add value to customers, support processes enable core processes, and management processes oversee and control all other processes. Business process technology, such as software and systems, can automate and optimize processes, leading to improved efficiency and resource utilization.
Well-defined business processes offer several benefits, including identifying important tasks aligned with business goals, improving process efficiency, enhancing communication and accountability, preventing operational chaos, and standardizing procedures. An example of a business process is the hiring process, which involves multiple steps from posting a job opening to onboarding a new employee. The seven steps of the business process lifecycle are defining goals, planning and mapping the process, setting actions and assigning stakeholders, testing the process, implementing it, monitoring the results, and repeating the successful process for future use.
Using business process software, such as BPM (Business Process Management) solutions, can provide numerous advantages, including risk reduction, elimination of redundancies, cost savings, improved collaboration, increased agility, enhanced productivity, higher efficiency, and better compliance with industry regulations.
Ideal business processes possess four essential attributes: they have a clear starting and ending point, can be repeated multiple times, create value and eliminate unnecessary steps, and are flexible to accommodate changes without disrupting stakeholders.
Several terms related to business processes include business process automation, business process management, business process modeling, business process improvement, business process development, business process reengineering, business process optimization, business process mapping, business process analysis, business process integration, business process simulation, business process transformation, business process flow, and business process monitoring.
It is important for businesses to create their own well-designed business processes as they understand their operations and goals better than external consultants. The reliance on expensive consultants for process design is diminishing, and businesses are taking the lead in designing their own processes.
Chapter 2: Optimization & Improvement
Business process optimization offers several benefits for businesses. Firstly, it ensures regulatory compliance, aligning operations with industry standards and avoiding legal issues. By optimizing processes, businesses can reduce risks and vulnerabilities, creating a safer environment for employees and customers. Streamlining operations is another advantage, as it eliminates bottlenecks and improves workflow efficiency. Automation plays a significant role in streamlining operations, freeing up time for more critical tasks.
Consistency and quality assurance are essential for customer satisfaction and retention. Optimizing business processes helps deliver high-quality products and services consistently, instilling confidence in customers and enhancing their overall experience. Additionally, automation reduces human error in complex processes.
Effective resource management is crucial for business success, and optimization helps eliminate wasteful and non-profitable processes. By removing redundancy and focusing on results-driven processes, businesses can make better use of their resources.
Ultimately, business process optimization leads to enhanced customer satisfaction. By identifying areas of friction and improving processes accordingly, businesses can address customer complaints and meet their needs more effectively.
Businesses in need of process optimization typically exhibit certain indicators. Poor communication within teams, redundant tasks, repeated complaints about specific issues, difficulty filling new positions, and version control issues are common signs that processes require optimization. By addressing these areas, businesses can improve efficiency, communication, and overall performance.
When implementing business process optimization, several practical steps can be followed. The first step is to identify the problematic process or issue at hand. By focusing on one problem at a time, businesses can better understand its root cause and develop effective solutions. Rethinking and finding more efficient ways to execute processes without completely overhauling them is the next step. Analysis is crucial to assess the impact of process changes, and implementing automation tools is often necessary for optimal results. Finally, continuous monitoring is essential to ensure ongoing improvement and identify any new challenges that may arise.
In conclusion, business process optimization brings numerous benefits to organizations, including regulatory compliance, risk reduction, streamlined operations, consistency, resource management, and enhanced customer satisfaction. By identifying areas in need of optimization and following practical steps, businesses can achieve significant improvements in their overall performance and competitiveness.
Chapter 3: Streamlining
Streamlining business processes and workflows is essential for organizations to improve efficiency and achieve optimal results. By simplifying and removing complex or unnecessary steps, businesses can experience various benefits and leverage modern information technology platforms. This article explores the concept of streamlining, the advantages it offers, the definition of processes and workflows, and provides six practical steps to streamline processes and workflows for enhanced efficiency.
Streamlining a process involves simplifying it by eliminating unnecessary or complicated steps. In a business context, a process refers to a series of repeatable activities performed in a specific order to accomplish a goal. Each activity represents a task within the process. For example, onboarding a new hire involves tasks such as paperwork completion, office tour, equipment provision, and team member introductions. Streamlining this process would entail identifying activities that can be automated or eliminated to create a more efficient onboarding experience.
Business processes can range from informal, occurring without much thought or planning, to formal, which are documented and structured. Streamlined processes result in faster outcomes and fewer issues. Workflow and business process management software solutions are specifically designed to automate and streamline processes across various departments, such as human resources, sales and marketing, finance and accounting, operations, procurement, and more. These software solutions facilitate efficiency and productivity gains in different areas of an organization.
The benefits of streamlining processes and workflows are numerous. Firstly, it leads to increased cost efficiency by reducing paper usage and automating data entry and processing, thereby saving money and allowing for better allocation of resources. Secondly, productivity improves as streamlined processes provide employees with a clearer understanding of their tasks and expectations, enabling them to focus on quality work when unnecessary tasks are eliminated. Additionally, streamlined management systems enhance communication between departments, leading to better task tracking and timely completion. Streamlining also enables better time management, allowing businesses to prioritize important tasks and allocate buffer time. Lastly, streamlined processes enhance transparency, minimize risk, and facilitate compliance with regulations and timely delivery of products or services to clients.
To streamline processes and workflows effectively, organizations should follow six steps. First, they need to assess existing processes and workflows, gaining a comprehensive understanding of how tasks are currently carried out. Ranking processes from most to least important is the next step, helping businesses identify which processes should be streamlined first. Afterward, analyzing the outcomes and results of these processes provides insights into areas that are inefficient or not cost-effective.
Collecting feedback from colleagues, coworkers, or employees can reveal valuable suggestions for improving processes and streamlining workflows. Leveraging modern workflow software solutions designed for streamlining processes is another crucial step. Researching available software options and considering competitors’ approaches can assist in selecting the most suitable solution for the organization. Finally, businesses should be prepared to adjust and refine their streamlined processes continuously, acknowledging that perfection is not immediately attainable. Patience, employee training, and ongoing feedback collection are essential for successful process refinement.
In addition to the steps mentioned, there are best practices for business automation that organizations should consider. Conducting customer surveys to gather feedback on satisfaction levels and areas for improvement is valuable. When employee training is necessary, hiring experienced experts for effective training, particularly for leaders, is recommended. It’s important to identify and fix broken processes before implementing technology solutions. Evaluating the return on investment for any technology purchases is crucial. Applying the 80/20 rule, focusing on the top 20% of inefficient processes that yield 80% of the process problems, can lead to significant improvements. Lastly, businesses should evaluate vendor-delivered, cloud-based solutions that are agile, extendable, mobile-friendly, and configurable to their specific needs.
By streamlining processes and workflows, businesses can optimize their operations, improve productivity, enhance communication, save costs, and minimize risk. Implementing these strategies and best practices enables organizations to streamline their operations effectively.
Chapter 4: Streamlining Examples
Streamlining techniques are widely employed by businesses to improve processes and increase efficiency. One common practice is process mapping, which involves creating flowcharts or diagrams to identify areas for improvement. Several sample business process maps include flowcharts, swimlane diagrams, value stream mapping, and SIPOC diagrams.
Additional techniques used in business process management include the GUT Matrix, BASICS Matrix, root cause analysis, systems diagrams, impact analysis, risk analysis, cause and effect analysis, value chain analysis, fishbone diagrams, brainstorming, customer experience mapping, the Change Curve, business case preparation, Kotter’s 8-Step Change Model, Kaizen, Petri-Nets, and Universal Process Notation. These techniques aid in analyzing and addressing problems within processes.
Technologies to Streamline Business Processes: Various software solutions are available to streamline business processes and workflow. Business process management (BPM) software is designed to automate and optimize processes, allowing organizations to manage and develop their business processes effectively. Customer relationship management (CRM) software focuses on improving customer relationships and interactions, while enterprise content management (ECM) software helps manage, store, and deliver content within processes.
Project management software assists in organizing projects into processes, and product management and development software supports the journey from conception to market-readiness. Legal, accounting, finance, human resources, marketing, and personal productivity tools and apps are also available to streamline specific areas of business operations.
In summary, streamlining techniques involve analyzing and mapping processes, employing various tools and methodologies, and leveraging technology to automate and optimize workflows. Successful companies like Amazon, Toyota, and Zappos have demonstrated the effectiveness of streamlining processes to achieve operational efficiency and enhance customer experiences.
Chapter 5: Automation
Today’s business leaders are facing numerous challenges that keep them up at night. One major concern is the increasingly fierce competition in the market. Another worry is the rapid pace at which customer and market demands are evolving. To stay competitive and profitable, businesses need to find ways to increase their resilience, agility, and efficiency. This is where process automation comes into play.
Process automation involves the use of software and technologies to automate various business processes and functions in order to achieve organizational goals. It is becoming a critical tool for businesses to drive their competitiveness and profitability. According to a recent Gartner survey, 80% of global industry leaders consider automation as one of their core business priorities for success.
Initially, business process automation (BPA) was a component of business process management (BPM), focused on improving back-end productivity by automating time-consuming and repetitive tasks. However, BPA has now become the driving force behind BPM and a central part of digital transformation. With technologies like AI and machine learning, BPA has expanded its scope and can be integrated into both back-end and front-end applications, streamlining processes across various departments such as supply chains, HR, finance, and customer service.
Process automation is most suitable for repetitive tasks with formalized steps, sequences, and rules. It ensures that business processes are consistently executed, involving the right people, in the right order, with the right information, and within specified timeframes. Some areas that often benefit from process automation include recruitment, employee onboarding and training, payment and payroll processes, workforce scheduling, invoicing, customer experience, and compliance and regulatory tasks.
The core technologies driving business process automation are robotic process automation (RPA) and workflow automation. RPA involves the use of software robots to automate and simplify rule-based tasks, while workflow automation focuses on making tasks, documents, and information flow independently according to defined business rules.
Other techniques and technologies that contribute to successful process automation outcomes include hyperautomation, intelligent process automation (IPA), low-code/no-code automation, big data, artificial intelligence, natural language processing, machine learning, and intelligent ERP systems.
The benefits of process automation are significant. It enables businesses to become more agile, efficient, and resilient. It reduces the burden of manual processes, improves compliance, enhances collaboration and customer service, and provides opportunities for innovation and growth.
To embark on a successful process automation journey, organizations need to adopt automation as a strategic priority across the entire organization, prioritize making the technology work for people, and focus on scalability to adapt to the unpredictable market. Clear communication of goals and milestones is crucial, and change management is essential.
While process automation is an effective approach to optimize business processes, it is not the only technique available. Business process optimization can also be achieved by streamlining processes and eliminating repetitive or unnecessary work. Implementing efficient automation tools can further enhance process optimization efforts.
In conclusion, process automation is increasingly becoming a core priority for businesses to stay competitive and profitable in today’s fast-paced and highly competitive market. By automating processes, organizations can improve efficiency, agility, compliance, collaboration, and customer service. It is important to choose the right technologies and strategies and effectively manage change to successfully embark on a process automation journey.
Chapter 6: Automation Examples
This section covers several business examples where processes have been successfully automated, resulting in positive outcomes. Tesla’s heavy investment in automating its manufacturing processes has led to increased production capacity, reduced cycle times, improved product quality, and enhanced worker safety. However, companies must be cautious of potential disruptions caused by technology malfunctions or breakdowns, which could halt production and require maintenance and repairs.
Netflix has leveraged automation in content recommendation and delivery, leading to improved customer satisfaction, increased engagement, and enhanced user retention. Privacy concerns and data security risks should be carefully considered when implementing automated recommendation systems to ensure compliance with regulations and maintain user trust.
McDonald’s has embraced automation in order-taking and food preparation, resulting in higher customer throughput, improved service speed, and decreased order errors. However, companies should be mindful of the impact on employment levels and provide adequate training and support to employees transitioning to new roles.
Amazon’s automation efforts in logistics and fulfillment have led to faster delivery times, increased operational efficiency, and improved customer satisfaction. Managing the integration of technology with human workers and preparing for system failures or inventory management challenges are key considerations.
Bank of America’s use of chatbots and virtual assistants in customer service automation has reduced wait times, improved response accuracy, and enhanced customer experiences. Striking the right balance between automation and human interaction is crucial to avoid frustrating customers in complex situations.
Additionally, this section includes examples from Walmart, UPS, Airbnb, FedEx, and Adobe. Walmart’s automation in inventory management and supply chain processes has improved accuracy and efficiency. UPS has automated sorting and distribution, but workforce displacement concerns should be addressed. Airbnb’s automation focuses on booking and property management, while compliance with regulations is crucial. FedEx has integrated automation into sorting and package handling operations, emphasizing the need for contingency plans. Adobe’s marketing automation delivers efficiency and performance benefits, but data privacy concerns should be considered.
Overall, successful automation implementation requires balancing the benefits with potential challenges, addressing workforce impact, maintaining system reliability, ensuring privacy compliance, and optimizing human-machine interaction.
Chapter 7: Outsourcing
In the face of the COVID-19 pandemic and its subsequent impact on businesses worldwide, outsourcing has emerged as a crucial strategy for survival and efficiency. Business process outsourcing (BPO) has become increasingly popular, allowing organizations to access industry expertise, reduce costs, and optimize their operations. This article provides a comprehensive guide to outsourcing business processes, highlighting its types, benefits, and the processes that can be outsourced.
Business process outsourcing involves contracting specific work processes to external service providers. The range of services that can be outsourced is vast and includes payroll, accounting, telemarketing, data recording, social media marketing, and customer support. BPO is a rapidly growing industry, with its market share expected to double in size within the next decade. To implement BPO successfully, organizations must identify processes that are necessary for operations but not core to their industry value proposition. This requires a strong understanding of internal processes and effective business process management.
There are several types of BPO. Back-office BPO involves outsourcing non-customer-facing services such as IT, accounting, human resources, and quality assurance. Subtypes of BPO include IT-enabled services (ITES) BPO, legal process outsourcing (LPO), and knowledge process outsourcing (KPO). On the other hand, front-office BPO focuses on outsourcing customer-facing services like tech support, customer service, sales, and marketing. BPO can also be categorized based on location: offshore BPO refers to outsourcing services overseas, nearshore BPO involves contracting vendors in geographically closer countries, and onshore/domestic BPO pertains to outsourcing within the boundaries of a country.
Managing outsourced vendors can be done in-house, but working with a managed service provider (MSP) can simplify and streamline the process. MSPs are neutral third-party providers that offer expert advisory services to manage the contingent workforce supply chain.
It is important to differentiate between business process automation (BPA) and business process outsourcing. BPA uses artificial intelligence technology, specifically robotic process automation, to transform repetitive tasks into automated operations. On the other hand, BPO focuses on reducing costs and improving efficiency by outsourcing lower-order functions to locations with lower wages.
The benefits of BPO are numerous. Outsourcing saves time by freeing up employees to focus on core tasks and allows for expedited timelines and increased responsibilities. It also saves money by reducing overhead costs, hiring and training expenses, and providing access to specialized talent at lower rates. BPO enables flexibility, especially in scaling businesses, and provides a time advantage when targeting international markets. It allows smaller companies to compete with larger enterprises by reducing costs and providing advantages like time zone coverage and flexibility. BPO also facilitates scalability by providing access to the latest infrastructure and technology. Additionally, it encourages project-based work assignments, making it easier to handle short-term projects without exhausting resources.
There are clear signs that indicate when a business should consider outsourcing its processes. If labor costs are high, outsourcing non-core functions can significantly reduce expenses. High infrastructure costs can also be mitigated by outsourcing and paying only for the required services. When work efficiency is slow, outsourcing can help improve productivity by allowing employees to focus on core functions. Lack of advanced insights and focus in specific areas can be addressed by outsourcing to specialized BPO providers. Outsourcing administrative tasks and outsourcing weak areas of the business are also viable options for maximizing efficiency and growth.
Various processes can be outsourced depending on the organization’s needs and goals. Content marketing, HR and payroll, customer services, administrative tasks, and outsourcing weak areas are some of the common processes that can be outsourced. By delegating these tasks to external providers, businesses can leverage specialized expertise and free up time to concentrate on core areas of expertise, ultimately driving growth and success.
Chapter 8: Outsourcing Examples
Outsourcing business processes can be a beneficial strategy for companies aiming to enhance efficiency and reduce costs. By entrusting certain operations to experienced third-party service providers, businesses can leverage specialized expertise and resources to streamline their processes. Here are five key tips to effectively outsource business processes:
1. Involve the executive team: To establish a successful outsourcing relationship, it is crucial to engage the management team or the board in the decision-making process. By explaining the benefits of outsourcing and aligning it with the company’s vision and goals, you can gain support and ensure proper documentation and accountability.
For example, General Electric (GE) involved its executive team in the early 2000s when implementing a significant outsourcing initiative. This active participation allowed GE to align its outsourcing strategy with its core competencies, driving efficiency and achieving strategic objectives.
2. Define goals beforehand: Before outsourcing, it is essential to clearly define your goals, both in terms of long-term objectives and financial targets. By mapping out your goals, you can align them with your outsourcing plan and identify suitable partners that meet your company’s requirements.
3. Prioritize quality: While outsourcing can provide cost savings, it is crucial not to compromise on quality. Clearly communicate your quality expectations to potential service providers before entering into contracts. Conduct thorough research and evaluate their experience, track record, qualifications, reputation, and performance to ensure they are capable of delivering the desired level of quality.
4. Factor in costs: Cost reduction is a significant advantage of outsourcing, but it is important to realistically assess potential savings. Keep in mind that initial adjustments and unforeseen factors may affect the actual savings. Aim to save a substantial portion of the estimated amount over time, considering factors such as time loss and unexpected adjustments.
For instance, Dell Inc. evaluated costs extensively before outsourcing its manufacturing operations. By comparing in-house manufacturing costs with outsourcing to contract manufacturers in countries with lower labor and operational expenses, Dell made informed decisions to achieve significant cost savings while maintaining product quality.
5. Consider nearshoring: When choosing between nearshoring and offshoring, prioritize nearshoring whenever possible. Nearshoring involves outsourcing to nearby countries, providing advantages such as time zone compatibility, shorter flight durations, cultural fit, fewer language barriers, and potential use of the same currency. These benefits can lead to smoother communication and business operations.
Shopify Inc., for example, adopted a nearshoring strategy by establishing customer support centers in countries closer to its main operations in Canada. This approach enabled Shopify to provide round-the-clock support, faster response times, and enhanced customer satisfaction while maintaining geographical and cultural proximity.
In conclusion, outsourcing can be a valuable tool for businesses if implemented effectively. By involving the executive team, defining goals, prioritizing quality, factoring in costs, and considering nearshoring, companies can optimize their outsourcing efforts and achieve improved efficiency, cost savings, and overall success in their business processes.
Chapter 9: Elimination
Eliminating wasteful activities is a crucial factor in establishing a successful company and is deeply rooted in Lean thinking and Lean management. This principle, derived from the Toyota Production System, was pioneered by Taiichi Ohno, a prominent figure in Lean manufacturing. Ohno identified three significant obstacles that negatively impact a company’s workflow: Muda (wasteful activities), Muri (overburden), and Mura (unevenness). Through extensive analysis, Ohno categorized the 7 types of waste, commonly known as the 7 Mudas, which have since become a popular approach for cost reduction and resource optimization.
In Lean methodology, waste refers to any activity that consumes resources but fails to add value to the end customer. The majority of work processes comprise only a small portion of activities that create value for customers. Therefore, businesses should prioritize reducing wasteful activities to identify opportunities for overall performance improvement. It is important to note that not all wasteful activities can be eliminated entirely, as some are necessary. For instance, activities like testing software, while not directly valued by customers, are essential to ensure product quality.
The seven wastes of Lean encompass specific areas where non-value adding activities can be identified and subsequently improved or eliminated. These wastes are as follows:
1. Transportation: Involves moving resources or materials without adding value to the product. Excessive transportation can be costly, both in terms of time and resources.
2. Inventory: Occurs when a company maintains excessive inventory as a precautionary measure. Overstocking can lead to unnecessary storage and depreciation costs, without adding value to customer needs.
3. Motion: Refers to unnecessary and complicated movements of employees or machinery. These movements can result in injuries, prolonged production time, and increased costs.
4. Waiting: Evident when goods or tasks are stalled or not progressing. Waiting waste is easily recognizable as it directly translates to lost time and includes scenarios like goods awaiting delivery or documents awaiting approval.
5. Overproduction: Arises when a company produces more than the customer demands. Overproduction incurs additional costs and triggers other wastes such as excessive transportation, motion, and waiting time.
6. Over-processing: Occurs when work is performed that does not add value or provides more value than necessary. This waste can include adding unnecessary features to a product that customers do not value, resulting in increased costs.
7. Defects: Refers to defective work that requires rework or, in severe cases, leads to scrap. Defects prolong production time, require additional labor and resources, and adversely impact the overall process efficiency.
These seven wastes pose significant challenges to a business, impacting profitability, customer costs, quality, and employee satisfaction. However, they also present opportunities for process improvement and resource optimization. It is important to note that the specific manifestation of these wastes may vary across different industries and functional areas within a company.
For example, in Lean manufacturing, transportation waste may involve moving parts and materials within the production process, while in software development, it could refer to frequent task switching and interruptions. Similarly, in marketing, transportation waste may manifest as unnecessary meetings or prolonged marketing funnels, while in project management, it may involve excessive approval processes and unnecessary documentation.
Identifying wasteful activities should begin at the highest levels of the company, with a comprehensive overview of all processes. Each functional area can then assess its own unique types of waste and work towards eliminating them. This process requires a culture of continuous improvement and a commitment to optimizing cycle time, maintaining quality, conserving resources, and enhancing profitability.
While the seven wastes of Lean serve as a starting point, additional types of waste may also be identified based on specific business contexts. The key is to thoroughly explore all company processes, identify wasteful activities, and take necessary actions to eliminate or mitigate them.
Chapter 10: Kept As-Is
Recognizing when not to modify processes is essential for businesses seeking continuous improvement. While many focus on process modifications to enhance efficiency and outcomes, it is equally important to understand when keeping a process unchanged is the wiser decision. Several factors play a role in this determination, including potential downstream impacts, negative effects on staff, systems and technology, customers, compliance requirements, and the existing efficiency and effectiveness of the process.
Considering downstream impacts is crucial. Processes are often interconnected, and modifying one without considering its effects on the entire system can lead to unintended consequences. Analyzing dependencies and relationships between processes helps identify potential disruptions or bottlenecks, allowing organizations to decide whether maintaining the process unchanged is the best course of action.
The impact on staff should also be considered. Employees are crucial to organizational success, and modifications that increase workloads, create complexity without sufficient training, or undermine morale can harm productivity and job satisfaction. Involving employees in decision-making and seeking their input can help identify processes that should remain unchanged, ensuring a positive work environment and a smoother transition.
Assessing the potential impact on systems and technology is necessary. Complex systems and infrastructure often support processes, and incompatible modifications can lead to system failures, data loss, and security vulnerabilities. Evaluating technological capabilities and limitations, collaborating with IT professionals, and understanding the implications of proposed changes on the overall system architecture help determine whether maintaining the process as-is is the better choice.
The impact on customers cannot be overlooked. Modifying a process without careful consideration can negatively affect customer satisfaction. Disrupting service delivery, increasing response times, or reducing product or service quality can lead to dissatisfaction and damage the brand reputation. Thorough analysis of potential customer impacts and feedback from surveys and support channels help gauge whether maintaining the status quo is the wiser decision.
Compliance with regulatory requirements is essential, particularly in highly regulated industries. Modifications that jeopardize compliance or breach legal obligations can result in severe penalties, legal disputes, and reputational damage. Evaluating the risks associated with process modifications and engaging legal experts or regulatory consultants helps ensure adherence to requirements and decide whether maintaining the process unchanged is necessary.
Recognizing established efficiency and effectiveness is crucial. Some processes may already be optimized, consistently delivering desired results. Unnecessary modifications introduce complexity and potential disruptions without significant gains. Establishing clear criteria for process evaluation helps determine when a process is efficient and effective, allowing organizations to focus improvement efforts on areas that truly require attention.
In conclusion, making informed decisions about whether to modify or keep a process as-is is crucial. Understanding the potential downstream impacts, the effects on staff, systems, customers, compliance requirements, and the existing efficiency and effectiveness helps strike a balance between continuous improvement and stability. By carefully evaluating processes and prioritizing changes that provide substantial benefits while preserving well-functioning processes, businesses can navigate process changes effectively and maintain overall operational excellence.
Chapter 11: Right Choice
Keeping a process intact offers stability and familiarity to employees. It eliminates the need for extensive training or adaptation to new workflows, which can save time and resources. Employees who are accustomed to the existing process can continue their work without major disruptions, allowing for continuity and minimizing resistance to change. Additionally, retaining a well-established process that consistently delivers desired results ensures that organizations maintain their efficiency levels. These processes have been refined over time and are aligned with organizational goals. By keeping such processes, organizations can avoid the risk of introducing new inefficiencies or disruptions that may arise from implementing alternative approaches. Moreover, in some cases, keeping a process may be more cost-effective than replacing or eliminating it. Modifying or replacing a process often incurs additional expenses, including training costs, system upgrades, or the need for new technology. If the benefits gained from changing the process do not outweigh these costs, it may be more prudent to keep the existing process.
However, there are also potential downsides to keeping processes. Employees may become resistant to change if they perceive that outdated or inefficient processes are being maintained. This resistance can hinder innovation and prevent the adoption of more effective approaches. Balancing stability with the need for improvement is crucial to avoid stagnation and ensure continuous growth. Furthermore, by sticking with existing processes, organizations may miss out on opportunities for improvement, cost savings, or competitive advantage. Keeping processes unchanged for too long can limit innovation and hinder the organization’s ability to adapt to evolving market conditions. Additionally, if processes are rigid and resistant to change, organizations may struggle to respond to market shifts or seize new opportunities. This lack of flexibility can hinder growth and impede the organization’s ability to stay ahead of the competition.
On the other hand, eliminating unnecessary or redundant processes can simplify workflows and reduce complexity. By removing outdated or inefficient steps, organizations can streamline operations, increase efficiency, and reduce costs. This approach allows organizations to focus on value-added activities and allocate resources more effectively. Moreover, eliminating processes provides an opportunity for innovation and the adoption of new approaches. It encourages organizations to question existing practices and explore alternative methods that may lead to improved outcomes. By embracing change, organizations can remain adaptable and responsive to market demands. Additionally, eliminating outdated processes can give organizations a competitive advantage by enabling them to respond faster to market changes, deliver products or services more efficiently, and enhance customer satisfaction. It allows companies to differentiate themselves from competitors and stay ahead in a rapidly evolving business landscape.
However, eliminating a process can disrupt existing workflows and create resistance among employees who are accustomed to the old way of doing things. This resistance can impact productivity and employee morale if not managed effectively. Proper change management, communication, and employee involvement are crucial in overcoming resistance and facilitating a smooth transition. Moreover, introducing new processes requires employees to adapt and learn new ways of working. This learning curve may involve training, adjustments to job roles, or the acquisition of new skills. The time and resources invested in training can initially impact productivity until employees become proficient in the new processes.
To make the right choice in process re-engineering, it is important to follow some general guidelines. First, clearly define the objectives of the process re-engineering effort and identify the specific problems or inefficiencies that need to be addressed. Conduct a thorough analysis of the existing processes to understand their strengths, weaknesses, and potential areas for improvement. Seek input from key stakeholders, including employees, managers, and customers, as their perspectives are valuable. Evaluate the potential impact of both keeping and eliminating a process, considering the effects on employees, customers, systems, costs, and overall organizational performance. Prioritize the options based on their potential impact and alignment with the organization’s strategic objectives. Develop a comprehensive transition plan if the decision is made to eliminate or modify a process. This plan should address potential challenges and risks and communicate the changes effectively to stakeholders. Finally, monitor the new processes closely, collect data, measure performance, and gather feedback to ensure ongoing improvement and optimal outcomes.
Curriculum
Process Re-engineering – Workshop 2 – Processes Overview
- Processes Overview
- Optimization & Improvement
- Streamlining
- Streamlining Examples
- Automation
- Automation Examples
- Outsourcing
- Outsourcing Examples
- Elimination
- Kept As-Is
- Right Choice
Distance Learning
Introduction
Welcome to Appleton Greene and thank you for enrolling on the Process Re-engineering corporate training program. You will be learning through our unique facilitation via distance-learning method, which will enable you to practically implement everything that you learn academically. The methods and materials used in your program have been designed and developed to ensure that you derive the maximum benefits and enjoyment possible. We hope that you find the program challenging and fun to do. However, if you have never been a distance-learner before, you may be experiencing some trepidation at the task before you. So we will get you started by giving you some basic information and guidance on how you can make the best use of the modules, how you should manage the materials and what you should be doing as you work through them. This guide is designed to point you in the right direction and help you to become an effective distance-learner. Take a few hours or so to study this guide and your guide to tutorial support for students, while making notes, before you start to study in earnest.
Study environment
You will need to locate a quiet and private place to study, preferably a room where you can easily be isolated from external disturbances or distractions. Make sure the room is well-lit and incorporates a relaxed, pleasant feel. If you can spoil yourself within your study environment, you will have much more of a chance to ensure that you are always in the right frame of mind when you do devote time to study. For example, a nice fire, the ability to play soft soothing background music, soft but effective lighting, perhaps a nice view if possible and a good size desk with a comfortable chair. Make sure that your family know when you are studying and understand your study rules. Your study environment is very important. The ideal situation, if at all possible, is to have a separate study, which can be devoted to you. If this is not possible then you will need to pay a lot more attention to developing and managing your study schedule, because it will affect other people as well as yourself. The better your study environment, the more productive you will be.
Study tools & rules
Try and make sure that your study tools are sufficient and in good working order. You will need to have access to a computer, scanner and printer, with access to the internet. You will need a very comfortable chair, which supports your lower back, and you will need a good filing system. It can be very frustrating if you are spending valuable study time trying to fix study tools that are unreliable, or unsuitable for the task. Make sure that your study tools are up to date. You will also need to consider some study rules. Some of these rules will apply to you and will be intended to help you to be more disciplined about when and how you study. This distance-learning guide will help you and after you have read it you can put some thought into what your study rules should be. You will also need to negotiate some study rules for your family, friends or anyone who lives with you. They too will need to be disciplined in order to ensure that they can support you while you study. It is important to ensure that your family and friends are an integral part of your study team. Having their support and encouragement can prove to be a crucial contribution to your successful completion of the program. Involve them in as much as you can.
Successful distance-learning
Distance-learners are freed from the necessity of attending regular classes or workshops, since they can study in their own way, at their own pace and for their own purposes. But unlike traditional internal training courses, it is the student’s responsibility, with a distance-learning program, to ensure that they manage their own study contribution. This requires strong self-discipline and self-motivation skills and there must be a clear will to succeed. Those students who are used to managing themselves, are good at managing others and who enjoy working in isolation, are more likely to be good distance-learners. It is also important to be aware of the main reasons why you are studying and of the main objectives that you are hoping to achieve as a result. You will need to remind yourself of these objectives at times when you need to motivate yourself. Never lose sight of your long-term goals and your short-term objectives. There is nobody available here to pamper you, or to look after you, or to spoon-feed you with information, so you will need to find ways to encourage and appreciate yourself while you are studying. Make sure that you chart your study progress, so that you can be sure of your achievements and re-evaluate your goals and objectives regularly.
Self-assessment
Appleton Greene training programs are in all cases post-graduate programs. Consequently, you should already have obtained a business-related degree and be an experienced learner. You should therefore already be aware of your study strengths and weaknesses. For example, which time of the day are you at your most productive? Are you a lark or an owl? What study methods do you respond to the most? Are you a consistent learner? How do you discipline yourself? How do you ensure that you enjoy yourself while studying? It is important to understand yourself as a learner and so some self-assessment early on will be necessary if you are to apply yourself correctly. Perform a SWOT analysis on yourself as a student. List your internal strengths and weaknesses as a student and your external opportunities and threats. This will help you later on when you are creating a study plan. You can then incorporate features within your study plan that can ensure that you are playing to your strengths, while compensating for your weaknesses. You can also ensure that you make the most of your opportunities, while avoiding the potential threats to your success.
Accepting responsibility as a student
Training programs invariably require a significant investment, both in terms of what they cost and in the time that you need to contribute to study and the responsibility for successful completion of training programs rests entirely with the student. This is never more apparent than when a student is learning via distance-learning. Accepting responsibility as a student is an important step towards ensuring that you can successfully complete your training program. It is easy to instantly blame other people or factors when things go wrong. But the fact of the matter is that if a failure is your failure, then you have the power to do something about it, it is entirely in your own hands. If it is always someone else’s failure, then you are powerless to do anything about it. All students study in entirely different ways, this is because we are all individuals and what is right for one student, is not necessarily right for another. In order to succeed, you will have to accept personal responsibility for finding a way to plan, implement and manage a personal study plan that works for you. If you do not succeed, you only have yourself to blame.
Planning
By far the most critical contribution to stress, is the feeling of not being in control. In the absence of planning we tend to be reactive and can stumble from pillar to post in the hope that things will turn out fine in the end. Invariably they don’t! In order to be in control, we need to have firm ideas about how and when we want to do things. We also need to consider as many possible eventualities as we can, so that we are prepared for them when they happen. Prescriptive Change, is far easier to manage and control, than Emergent Change. The same is true with distance-learning. It is much easier and much more enjoyable, if you feel that you are in control and that things are going to plan. Even when things do go wrong, you are prepared for them and can act accordingly without any unnecessary stress. It is important therefore that you do take time to plan your studies properly.
Management
Once you have developed a clear study plan, it is of equal importance to ensure that you manage the implementation of it. Most of us usually enjoy planning, but it is usually during implementation when things go wrong. Targets are not met and we do not understand why. Sometimes we do not even know if targets are being met. It is not enough for us to conclude that the study plan just failed. If it is failing, you will need to understand what you can do about it. Similarly if your study plan is succeeding, it is still important to understand why, so that you can improve upon your success. You therefore need to have guidelines for self-assessment so that you can be consistent with performance improvement throughout the program. If you manage things correctly, then your performance should constantly improve throughout the program.
Study objectives & tasks
The first place to start is developing your program objectives. These should feature your reasons for undertaking the training program in order of priority. Keep them succinct and to the point in order to avoid confusion. Do not just write the first things that come into your head because they are likely to be too similar to each other. Make a list of possible departmental headings, such as: Customer Service; E-business; Finance; Globalization; Human Resources; Technology; Legal; Management; Marketing and Production. Then brainstorm for ideas by listing as many things that you want to achieve under each heading and later re-arrange these things in order of priority. Finally, select the top item from each department heading and choose these as your program objectives. Try and restrict yourself to five because it will enable you to focus clearly. It is likely that the other things that you listed will be achieved if each of the top objectives are achieved. If this does not prove to be the case, then simply work through the process again.
Study forecast
As a guide, the Appleton Greene Process Re-engineering corporate training program should take 12-18 months to complete, depending upon your availability and current commitments. The reason why there is such a variance in time estimates is because every student is an individual, with differing productivity levels and different commitments. These differentiations are then exaggerated by the fact that this is a distance-learning program, which incorporates the practical integration of academic theory as a part of the training program. Consequently all of the project studies are real, which means that important decisions and compromises need to be made. You will want to get things right and will need to be patient with your expectations in order to ensure that they are. We would always recommend that you are prudent with your own task and time forecasts, but you still need to develop them and have a clear indication of what are realistic expectations in your case. With reference to your time planning: consider the time that you can realistically dedicate towards study with the program every week; calculate how long it should take you to complete the program, using the guidelines featured here; then break the program down into logical modules and allocate a suitable proportion of time to each of them, these will be your milestones; you can create a time plan by using a spreadsheet on your computer, or a personal organizer such as MS Outlook, you could also use a financial forecasting software; break your time forecasts down into manageable chunks of time, the more specific you can be, the more productive and accurate your time management will be; finally, use formulas where possible to do your time calculations for you, because this will help later on when your forecasts need to change in line with actual performance. With reference to your task planning: refer to your list of tasks that need to be undertaken in order to achieve your program objectives; with reference to your time plan, calculate when each task should be implemented; remember that you are not estimating when your objectives will be achieved, but when you will need to focus upon implementing the corresponding tasks; you also need to ensure that each task is implemented in conjunction with the associated training modules which are relevant; then break each single task down into a list of specific to do’s, say approximately ten to do’s for each task and enter these into your study plan; once again you could use MS Outlook to incorporate both your time and task planning and this could constitute your study plan; you could also use a project management software like MS Project. You should now have a clear and realistic forecast detailing when you can expect to be able to do something about undertaking the tasks to achieve your program objectives.
Performance management
It is one thing to develop your study forecast, it is quite another to monitor your progress. Ultimately it is less important whether you achieve your original study forecast and more important that you update it so that it constantly remains realistic in line with your performance. As you begin to work through the program, you will begin to have more of an idea about your own personal performance and productivity levels as a distance-learner. Once you have completed your first study module, you should re-evaluate your study forecast for both time and tasks, so that they reflect your actual performance level achieved. In order to achieve this you must first time yourself while training by using an alarm clock. Set the alarm for hourly intervals and make a note of how far you have come within that time. You can then make a note of your actual performance on your study plan and then compare your performance against your forecast. Then consider the reasons that have contributed towards your performance level, whether they are positive or negative and make a considered adjustment to your future forecasts as a result. Given time, you should start achieving your forecasts regularly.
With reference to time management: time yourself while you are studying and make a note of the actual time taken in your study plan; consider your successes with time-efficiency and the reasons for the success in each case and take this into consideration when reviewing future time planning; consider your failures with time-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future time planning; re-evaluate your study forecast in relation to time planning for the remainder of your training program to ensure that you continue to be realistic about your time expectations. You need to be consistent with your time management, otherwise you will never complete your studies. This will either be because you are not contributing enough time to your studies, or you will become less efficient with the time that you do allocate to your studies. Remember, if you are not in control of your studies, they can just become yet another cause of stress for you.
With reference to your task management: time yourself while you are studying and make a note of the actual tasks that you have undertaken in your study plan; consider your successes with task-efficiency and the reasons for the success in each case; take this into consideration when reviewing future task planning; consider your failures with task-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future task planning; re-evaluate your study forecast in relation to task planning for the remainder of your training program to ensure that you continue to be realistic about your task expectations. You need to be consistent with your task management, otherwise you will never know whether you are achieving your program objectives or not.
Keeping in touch
You will have access to qualified and experienced professors and tutors who are responsible for providing tutorial support for your particular training program. So don’t be shy about letting them know how you are getting on. We keep electronic records of all tutorial support emails so that professors and tutors can review previous correspondence before considering an individual response. It also means that there is a record of all communications between you and your professors and tutors and this helps to avoid any unnecessary duplication, misunderstanding, or misinterpretation. If you have a problem relating to the program, share it with them via email. It is likely that they have come across the same problem before and are usually able to make helpful suggestions and steer you in the right direction. To learn more about when and how to use tutorial support, please refer to the Tutorial Support section of this student information guide. This will help you to ensure that you are making the most of tutorial support that is available to you and will ultimately contribute towards your success and enjoyment with your training program.
Work colleagues and family
You should certainly discuss your program study progress with your colleagues, friends and your family. Appleton Greene training programs are very practical. They require you to seek information from other people, to plan, develop and implement processes with other people and to achieve feedback from other people in relation to viability and productivity. You will therefore have plenty of opportunities to test your ideas and enlist the views of others. People tend to be sympathetic towards distance-learners, so don’t bottle it all up in yourself. Get out there and share it! It is also likely that your family and colleagues are going to benefit from your labors with the program, so they are likely to be much more interested in being involved than you might think. Be bold about delegating work to those who might benefit themselves. This is a great way to achieve understanding and commitment from people who you may later rely upon for process implementation. Share your experiences with your friends and family.
Making it relevant
The key to successful learning is to make it relevant to your own individual circumstances. At all times you should be trying to make bridges between the content of the program and your own situation. Whether you achieve this through quiet reflection or through interactive discussion with your colleagues, client partners or your family, remember that it is the most important and rewarding aspect of translating your studies into real self-improvement. You should be clear about how you want the program to benefit you. This involves setting clear study objectives in relation to the content of the course in terms of understanding, concepts, completing research or reviewing activities and relating the content of the modules to your own situation. Your objectives may understandably change as you work through the program, in which case you should enter the revised objectives on your study plan so that you have a permanent reminder of what you are trying to achieve, when and why.
Distance-learning check-list
Prepare your study environment, your study tools and rules.
Undertake detailed self-assessment in terms of your ability as a learner.
Create a format for your study plan.
Consider your study objectives and tasks.
Create a study forecast.
Assess your study performance.
Re-evaluate your study forecast.
Be consistent when managing your study plan.
Use your Appleton Greene Certified Learning Provider (CLP) for tutorial support.
Make sure you keep in touch with those around you.
Tutorial Support
Programs
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. They are implemented over a sustainable period of time and professional support is consistently provided by qualified learning providers and specialist consultants.
Support available
You will have a designated Certified Learning Provider (CLP) and an Accredited Consultant and we encourage you to communicate with them as much as possible. In all cases tutorial support is provided online because we can then keep a record of all communications to ensure that tutorial support remains consistent. You would also be forwarding your work to the tutorial support unit for evaluation and assessment. You will receive individual feedback on all of the work that you undertake on a one-to-one basis, together with specific recommendations for anything that may need to be changed in order to achieve a pass with merit or a pass with distinction and you then have as many opportunities as you may need to re-submit project studies until they meet with the required standard. Consequently the only reason that you should really fail (CLP) is if you do not do the work. It makes no difference to us whether a student takes 12 months or 18 months to complete the program, what matters is that in all cases the same quality standard will have been achieved.
Support Process
Please forward all of your future emails to the designated (CLP) Tutorial Support Unit email address that has been provided and please do not duplicate or copy your emails to other AGC email accounts as this will just cause unnecessary administration. Please note that emails are always answered as quickly as possible but you will need to allow a period of up to 20 business days for responses to general tutorial support emails during busy periods, because emails are answered strictly within the order in which they are received. You will also need to allow a period of up to 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Please therefore kindly allow for this within your time planning. All communications are managed online via email because it enables tutorial service support managers to review other communications which have been received before responding and it ensures that there is a copy of all communications retained on file for future reference. All communications will be stored within your personal (CLP) study file here at Appleton Greene throughout your designated study period. If you need any assistance or clarification at any time, please do not hesitate to contact us by forwarding an email and remember that we are here to help. If you have any questions, please list and number your questions succinctly and you can then be sure of receiving specific answers to each and every query.
Time Management
It takes approximately 1 Year to complete the Process Re-engineering corporate training program, incorporating 12 x 6-hour monthly workshops. Each student will also need to contribute approximately 4 hours per week over 1 Year of their personal time. Students can study from home or work at their own pace and are responsible for managing their own study plan. There are no formal examinations and students are evaluated and assessed based upon their project study submissions, together with the quality of their internal analysis and supporting documents. They can contribute more time towards study when they have the time to do so and can contribute less time when they are busy. All students tend to be in full time employment while studying and the Process Re-engineering program is purposely designed to accommodate this, so there is plenty of flexibility in terms of time management. It makes no difference to us at Appleton Greene, whether individuals take 12-18 months to complete this program. What matters is that in all cases the same standard of quality will have been achieved with the standard and bespoke programs that have been developed.
Distance Learning Guide
The distance learning guide should be your first port of call when starting your training program. It will help you when you are planning how and when to study, how to create the right environment and how to establish the right frame of mind. If you can lay the foundations properly during the planning stage, then it will contribute to your enjoyment and productivity while training later. The guide helps to change your lifestyle in order to accommodate time for study and to cultivate good study habits. It helps you to chart your progress so that you can measure your performance and achieve your goals. It explains the tools that you will need for study and how to make them work. It also explains how to translate academic theory into practical reality. Spend some time now working through your distance learning guide and make sure that you have firm foundations in place so that you can make the most of your distance learning program. There is no requirement for you to attend training workshops or classes at Appleton Greene offices. The entire program is undertaken online, program course manuals and project studies are administered via the Appleton Greene web site and via email, so you are able to study at your own pace and in the comfort of your own home or office as long as you have a computer and access to the internet.
How To Study
The how to study guide provides students with a clear understanding of the Appleton Greene facilitation via distance learning training methods and enables students to obtain a clear overview of the training program content. It enables students to understand the step-by-step training methods used by Appleton Greene and how course manuals are integrated with project studies. It explains the research and development that is required and the need to provide evidence and references to support your statements. It also enables students to understand precisely what will be required of them in order to achieve a pass with merit and a pass with distinction for individual project studies and provides useful guidance on how to be innovative and creative when developing your content.
Tutorial Support
Tutorial support for the Appleton Greene Process Re-engineering corporate training program is provided online either through the Appleton Greene Client Support Portal (CSP), or via email. All tutorial support requests are facilitated by a designated Program Administration Manager (PAM). They are responsible for deciding which professor or tutor is the most appropriate option relating to the support required and then the tutorial support request is forwarded onto them. Once the professor or tutor has completed the tutorial support request and answered any questions that have been asked, this communication is then returned to the student via email by the designated Program Administration Manager (PAM). This enables all tutorial support, between students, professors and tutors, to be facilitated by the designated Program Administration Manager (PAM) efficiently and securely through the email account. You will therefore need to allow a period of up to 20 business days for responses to general support queries and up to 30 business days for the evaluation and assessment of project studies, because all tutorial support requests are answered strictly within the order in which they are received. This does not include weekends or public holidays. Consequently you need to put some thought into the management of your tutorial support procedure in order to ensure that your study plan is feasible and to obtain the maximum possible benefit from tutorial support during your period of study. Please retain copies of your tutorial support emails for future reference. Please ensure that ALL of your tutorial support emails are set out using the format as suggested within your guide to tutorial support. Your tutorial support emails need to be referenced clearly to the specific part of the course manual or project study which you are working on at any given time. You also need to list and number any questions that you would like to ask, up to a maximum of five questions within each tutorial support email. Remember the more specific you can be with your questions the more specific your answers will be too and this will help you to avoid any unnecessary misunderstanding, misinterpretation, or duplication. The guide to tutorial support is intended to help you to understand how and when to use support in order to ensure that you get the most out of your training program. Appleton Greene training programs are designed to enable you to do things for yourself. They provide you with a structure or a framework and we use tutorial support to facilitate students while they practically implement what they learn. In other words, we are enabling students to do things for themselves. The benefits of distance learning via facilitation are considerable and are much more sustainable in the long-term than traditional short-term knowledge sharing programs. Consequently you should learn how and when to use tutorial support so that you can maximize the benefits from your learning experience with Appleton Greene. This guide describes the purpose of each training function and how to use them and how to use tutorial support in relation to each aspect of the training program. It also provides useful tips and guidance with regard to best practice.
Tutorial Support Tips
Students are often unsure about how and when to use tutorial support with Appleton Greene. This Tip List will help you to understand more about how to achieve the most from using tutorial support. Refer to it regularly to ensure that you are continuing to use the service properly. Tutorial support is critical to the success of your training experience, but it is important to understand when and how to use it in order to maximize the benefit that you receive. It is no coincidence that those students who succeed are those that learn how to be positive, proactive and productive when using tutorial support.
Be positive and friendly with your tutorial support emails
Remember that if you forward an email to the tutorial support unit, you are dealing with real people. “Do unto others as you would expect others to do unto you”. If you are positive, complimentary and generally friendly in your emails, you will generate a similar response in return. This will be more enjoyable, productive and rewarding for you in the long-term.
Think about the impression that you want to create
Every time that you communicate, you create an impression, which can be either positive or negative, so put some thought into the impression that you want to create. Remember that copies of all tutorial support emails are stored electronically and tutors will always refer to prior correspondence before responding to any current emails. Over a period of time, a general opinion will be arrived at in relation to your character, attitude and ability. Try to manage your own frustrations, mood swings and temperament professionally, without involving the tutorial support team. Demonstrating frustration or a lack of patience is a weakness and will be interpreted as such. The good thing about communicating in writing, is that you will have the time to consider your content carefully, you can review it and proof-read it before sending your email to Appleton Greene and this should help you to communicate more professionally, consistently and to avoid any unnecessary knee-jerk reactions to individual situations as and when they may arise. Please also remember that the CLP Tutorial Support Unit will not just be responsible for evaluating and assessing the quality of your work, they will also be responsible for providing recommendations to other learning providers and to client contacts within the Appleton Greene global client network, so do be in control of your own emotions and try to create a good impression.
Remember that quality is preferred to quantity
Please remember that when you send an email to the tutorial support team, you are not using Twitter or Text Messaging. Try not to forward an email every time that you have a thought. This will not prove to be productive either for you or for the tutorial support team. Take time to prepare your communications properly, as if you were writing a professional letter to a business colleague and make a list of queries that you are likely to have and then incorporate them within one email, say once every month, so that the tutorial support team can understand more about context, application and your methodology for study. Get yourself into a consistent routine with your tutorial support requests and use the tutorial support template provided with ALL of your emails. The (CLP) Tutorial Support Unit will not spoon-feed you with information. They need to be able to evaluate and assess your tutorial support requests carefully and professionally.
Be specific about your questions in order to receive specific answers
Try not to write essays by thinking as you are writing tutorial support emails. The tutorial support unit can be unclear about what in fact you are asking, or what you are looking to achieve. Be specific about asking questions that you want answers to. Number your questions. You will then receive specific answers to each and every question. This is the main purpose of tutorial support via email.
Keep a record of your tutorial support emails
It is important that you keep a record of all tutorial support emails that are forwarded to you. You can then refer to them when necessary and it avoids any unnecessary duplication, misunderstanding, or misinterpretation.
Individual training workshops or telephone support
Please be advised that Appleton Greene does not provide separate or individual tutorial support meetings, workshops, or provide telephone support for individual students. Appleton Greene is an equal opportunities learning and service provider and we are therefore understandably bound to treat all students equally. We cannot therefore broker special financial or study arrangements with individual students regardless of the circumstances. All tutorial support is provided online and this enables Appleton Greene to keep a record of all communications between students, professors and tutors on file for future reference, in accordance with our quality management procedure and your terms and conditions of enrolment. All tutorial support is provided online via email because it enables us to have time to consider support content carefully, it ensures that you receive a considered and detailed response to your queries. You can number questions that you would like to ask, which relate to things that you do not understand or where clarification may be required. You can then be sure of receiving specific answers to each individual query. You will also then have a record of these communications and of all tutorial support, which has been provided to you. This makes tutorial support administration more productive by avoiding any unnecessary duplication, misunderstanding, or misinterpretation.
Tutorial Support Email Format
You should use this tutorial support format if you need to request clarification or assistance while studying with your training program. Please note that ALL of your tutorial support request emails should use the same format. You should therefore set up a standard email template, which you can then use as and when you need to. Emails that are forwarded to Appleton Greene, which do not use the following format, may be rejected and returned to you by the (CLP) Program Administration Manager. A detailed response will then be forwarded to you via email usually within 20 business days of receipt for general support queries and 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Your tutorial support request, together with the corresponding TSU reply, will then be saved and stored within your electronic TSU file at Appleton Greene for future reference.
Subject line of your email
Please insert: Appleton Greene (CLP) Tutorial Support Request: (Your Full Name) (Date), within the subject line of your email.
Main body of your email
Please insert:
1. Appleton Greene Certified Learning Provider (CLP) Tutorial Support Request
2. Your Full Name
3. Date of TS request
4. Preferred email address
5. Backup email address
6. Course manual page name or number (reference)
7. Project study page name or number (reference)
Subject of enquiry
Please insert a maximum of 50 words (please be succinct)
Briefly outline the subject matter of your inquiry, or what your questions relate to.
Question 1
Maximum of 50 words (please be succinct)
Question 2
Maximum of 50 words (please be succinct)
Question 3
Maximum of 50 words (please be succinct)
Question 4
Maximum of 50 words (please be succinct)
Question 5
Maximum of 50 words (please be succinct)
Please note that a maximum of 5 questions is permitted with each individual tutorial support request email.
Procedure
* List the questions that you want to ask first, then re-arrange them in order of priority. Make sure that you reference them, where necessary, to the course manuals or project studies.
* Make sure that you are specific about your questions and number them. Try to plan the content within your emails to make sure that it is relevant.
* Make sure that your tutorial support emails are set out correctly, using the Tutorial Support Email Format provided here.
* Save a copy of your email and incorporate the date sent after the subject title. Keep your tutorial support emails within the same file and in date order for easy reference.
* Allow up to 20 business days for a response to general tutorial support emails and up to 30 business days for the evaluation and assessment of project studies, because detailed individual responses will be made in all cases and tutorial support emails are answered strictly within the order in which they are received.
* Emails can and do get lost. So if you have not received a reply within the appropriate time, forward another copy or a reminder to the tutorial support unit to be sure that it has been received but do not forward reminders unless the appropriate time has elapsed.
* When you receive a reply, save it immediately featuring the date of receipt after the subject heading for easy reference. In most cases the tutorial support unit replies to your questions individually, so you will have a record of the questions that you asked as well as the answers offered. With project studies however, separate emails are usually forwarded by the tutorial support unit, so do keep a record of your own original emails as well.
* Remember to be positive and friendly in your emails. You are dealing with real people who will respond to the same things that you respond to.
* Try not to repeat questions that have already been asked in previous emails. If this happens the tutorial support unit will probably just refer you to the appropriate answers that have already been provided within previous emails.
* If you lose your tutorial support email records you can write to Appleton Greene to receive a copy of your tutorial support file, but a separate administration charge may be levied for this service.
How To Study
Your Certified Learning Provider (CLP) and Accredited Consultant can help you to plan a task list for getting started so that you can be clear about your direction and your priorities in relation to your training program. It is also a good way to introduce yourself to the tutorial support team.
Planning your study environment
Your study conditions are of great importance and will have a direct effect on how much you enjoy your training program. Consider how much space you will have, whether it is comfortable and private and whether you are likely to be disturbed. The study tools and facilities at your disposal are also important to the success of your distance-learning experience. Your tutorial support unit can help with useful tips and guidance, regardless of your starting position. It is important to get this right before you start working on your training program.
Planning your program objectives
It is important that you have a clear list of study objectives, in order of priority, before you start working on your training program. Your tutorial support unit can offer assistance here to ensure that your study objectives have been afforded due consideration and priority.
Planning how and when to study
Distance-learners are freed from the necessity of attending regular classes, since they can study in their own way, at their own pace and for their own purposes. This approach is designed to let you study efficiently away from the traditional classroom environment. It is important however, that you plan how and when to study, so that you are making the most of your natural attributes, strengths and opportunities. Your tutorial support unit can offer assistance and useful tips to ensure that you are playing to your strengths.
Planning your study tasks
You should have a clear understanding of the study tasks that you should be undertaking and the priority associated with each task. These tasks should also be integrated with your program objectives. The distance learning guide and the guide to tutorial support for students should help you here, but if you need any clarification or assistance, please contact your tutorial support unit.
Planning your time
You will need to allocate specific times during your calendar when you intend to study if you are to have a realistic chance of completing your program on time. You are responsible for planning and managing your own study time, so it is important that you are successful with this. Your tutorial support unit can help you with this if your time plan is not working.
Keeping in touch
Consistency is the key here. If you communicate too frequently in short bursts, or too infrequently with no pattern, then your management ability with your studies will be questioned, both by you and by your tutorial support unit. It is obvious when a student is in control and when one is not and this will depend how able you are at sticking with your study plan. Inconsistency invariably leads to in-completion.
Charting your progress
Your tutorial support team can help you to chart your own study progress. Refer to your distance learning guide for further details.
Making it work
To succeed, all that you will need to do is apply yourself to undertaking your training program and interpreting it correctly. Success or failure lies in your hands and your hands alone, so be sure that you have a strategy for making it work. Your Certified Learning Provider (CLP) and Accredited Consultant can guide you through the process of program planning, development and implementation.
Reading methods
Interpretation is often unique to the individual but it can be improved and even quantified by implementing consistent interpretation methods. Interpretation can be affected by outside interference such as family members, TV, or the Internet, or simply by other thoughts which are demanding priority in our minds. One thing that can improve our productivity is using recognized reading methods. This helps us to focus and to be more structured when reading information for reasons of importance, rather than relaxation.
Speed reading
When reading through course manuals for the first time, subconsciously set your reading speed to be just fast enough that you cannot dwell on individual words or tables. With practice, you should be able to read an A4 sheet of paper in one minute. You will not achieve much in the way of a detailed understanding, but your brain will retain a useful overview. This overview will be important later on and will enable you to keep individual issues in perspective with a more generic picture because speed reading appeals to the memory part of the brain. Do not worry about what you do or do not remember at this stage.
Content reading
Once you have speed read everything, you can then start work in earnest. You now need to read a particular section of your course manual thoroughly, by making detailed notes while you read. This process is called Content Reading and it will help to consolidate your understanding and interpretation of the information that has been provided.
Making structured notes on the course manuals
When you are content reading, you should be making detailed notes, which are both structured and informative. Make these notes in a MS Word document on your computer, because you can then amend and update these as and when you deem it to be necessary. List your notes under three headings: 1. Interpretation – 2. Questions – 3. Tasks. The purpose of the 1st section is to clarify your interpretation by writing it down. The purpose of the 2nd section is to list any questions that the issue raises for you. The purpose of the 3rd section is to list any tasks that you should undertake as a result. Anyone who has graduated with a business-related degree should already be familiar with this process.
Organizing structured notes separately
You should then transfer your notes to a separate study notebook, preferably one that enables easy referencing, such as a MS Word Document, a MS Excel Spreadsheet, a MS Access Database, or a personal organizer on your cell phone. Transferring your notes allows you to have the opportunity of cross-checking and verifying them, which assists considerably with understanding and interpretation. You will also find that the better you are at doing this, the more chance you will have of ensuring that you achieve your study objectives.
Question your understanding
Do challenge your understanding. Explain things to yourself in your own words by writing things down.
Clarifying your understanding
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your understanding.
Question your interpretation
Do challenge your interpretation. Qualify your interpretation by writing it down.
Clarifying your interpretation
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your interpretation.
Qualification Requirements
The student will need to successfully complete the project study and all of the exercises relating to the Process Re-engineering corporate training program, achieving a pass with merit or distinction in each case, in order to qualify as an Accredited Process Re-engineering Specialist (APRS). All monthly workshops need to be tried and tested within your company. These project studies can be completed in your own time and at your own pace and in the comfort of your own home or office. There are no formal examinations, assessment is based upon the successful completion of the project studies. They are called project studies because, unlike case studies, these projects are not theoretical, they incorporate real program processes that need to be properly researched and developed. The project studies assist us in measuring your understanding and interpretation of the training program and enable us to assess qualification merits. All of the project studies are based entirely upon the content within the training program and they enable you to integrate what you have learnt into your corporate training practice.
Process Re-engineering – Grading Contribution
Project Study – Grading Contribution
Customer Service – 10%
E-business – 05%
Finance – 10%
Globalization – 10%
Human Resources – 10%
Information Technology – 10%
Legal – 05%
Management – 10%
Marketing – 10%
Production – 10%
Education – 05%
Logistics – 05%
TOTAL GRADING – 100%
Qualification grades
A mark of 90% = Pass with Distinction.
A mark of 75% = Pass with Merit.
A mark of less than 75% = Fail.
If you fail to achieve a mark of 75% with a project study, you will receive detailed feedback from the Certified Learning Provider (CLP) and/or Accredited Consultant, together with a list of tasks which you will need to complete, in order to ensure that your project study meets with the minimum quality standard that is required by Appleton Greene. You can then re-submit your project study for further evaluation and assessment. Indeed you can re-submit as many drafts of your project studies as you need to, until such a time as they eventually meet with the required standard by Appleton Greene, so you need not worry about this, it is all part of the learning process.
When marking project studies, Appleton Greene is looking for sufficient evidence of the following:
Pass with merit
A satisfactory level of program understanding
A satisfactory level of program interpretation
A satisfactory level of project study content presentation
A satisfactory level of the practical integration of academic theory
Pass with distinction
An exceptional level of program understanding
An exceptional level of program interpretation
An exceptional level of project study content presentation
An exceptional level of the practical integration of academic theory
Preliminary Analysis
Online Article
By Mohamed Zairi, David Sinclair,
Business Process Re-engineering & Management Journal,
1 April 1995.
“ Business Process Re‐Engineering And Process Management: A Survey Of Current Practice And Future Trends In Integrated Management
Abstract
Business process re‐engineering (BPR) is the latest addition to the armoury of management techniques available. BPR purports to produce quantum improvements in performance by radically redesigning organizational processes. There is, however, some confusion as to what exactly constitutes BPR and how, if at all, BPR should be integrated with other approaches such as total quality management (TQM) and benchmarking. Uses a survey of 65 organizations from different industrial sectors to examine the industry understanding and use of BPR, and its integration with other management techniques.
Introduction
Business process re‐engineering (BPR) was first introduced in 1990 by Hammer[1] and Davenport and Short[ 2]. In these articles, the authors outlined a new approach to the management of processes which, it was claimed, was producing radical improvements in performance. These articles were quickly followed by a number of articles describing the benefits to be gained from BPR.
However, there remains some confusion as to what exactly constitutes business process re‐engineering, and how the concept of re‐engineering should be integrated within the strategic and operational management processes of organizations.
Business process re‐engineering (BPR)
There is general agreement that BPR involves the radical redesign of business processes with the aim of producing equally radical improvements in performance. However, two areas of confusion remain in much of the literature on the subject.
Terminology
The literature includes many different terms relating to the management and improvement of processes, including business process improvement[3], business process redesign[2,4], core process redesign[5,6], and business restructuring[7,8], as well as business process re‐engineering. These concepts cover a continuum of activities ranging from the continuous improvement of processes to the complete restructuring of organizations. What all these terms have in common is the concept of processes, and the need to improve both their performance and design[9 ]. The difference appears to be one largely of magnitude. The similarities between the above authors can be seen in the various definitions of BPR given in the literature:
…the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed[ 10].
…the analysis and design of work flows and processes within and between organizations[2].
…to rethink, restructure and streamline the business structures, processes, methods of working, management systems and external relationships through which we create and deliver value[ 8].
Tools and techniques
The above definitions suggest that the radical improvement of processes is the goal of BPR. They do not, however, refer specifically to the tools and techniques used in re‐engineering business processes. This has caused some confusion, since different authors often refer to the use of many different tools in re‐engineering efforts. These tools and techniques include:”
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Online Article
By H.A. Reijers & S. Liman Mansar,
Omega,
August 2005.
“Best practices in business process redesign: an overview and qualitative evaluation of successful redesign heuristics
Abstract
To implement business process redesign several best practices can be distinguished. This paper gives an overview of heuristic rules that can support practitioners to develop a business process design that is a radical improvement of a current design. The emphasis is on the mechanics of the process, rather than on behavioral or change management aspects. The various best practices are derived from a wide literature survey and supplemented with experiences of the authors. To evaluate the impact of each best practice along the dimensions of cost, flexibility, time and quality, a conceptual framework is presented that synthesizes views from areas such as information systems development, enterprise modeling and workflow management. The best practices are thought to have a wide applicability across various industries and business processes. They can be used as a “check list” for process redesign under the umbrella of diverse management approaches such as Total Cycle Time compression, the Lean Enterprise and Constraints Management.
Introduction
Many methodologies, techniques, and tools have been proposed that face one or more of the mentioned challenges in a more or less integrated approach (for an overview see [5]). Prescriptive literature in the field is sometimes advertised as “a step-by-step guide to business transformation” (e.g. [1]) suggesting a complete treatment of the organizational and technical issues involved with BPR. However, work like this seems to be primarily aimed at impressing a business audience. At best it gives some directions to manage organizational risk, but commonly lacks actual technical direction to (re)design a business process. Even the classic work of Hammer and Champy [6] devotes only 14 out of a total of over 250 pages to this issue, of which 11 pages are used for the description of a case. Gerrits [7] mentions: “In the literature on BPR, examples of successful BPR implementations are given. Unfortunately, the literature restricts itself to descriptions of the ‘situation before’ and the ‘situation after’, giving very little information on the redesign process itself”. According to Motwani et al. [8], in the meanwhile, research in BPR progressed slightly to also include the development of conceptual models for assessing and executing BPR. However, the main criticism to these models/steps is that there has been little effort to use the existing theory to develop a comprehensive integrated model on BPR. Valiris and Glykas [9] also recognize as limitations of existing BPR methodologies that “there is a lack of a systematic approach that can lead a process redesigner through a series of steps for the achievement of process redesign”. As Sharp and McDermott [10] commented more recently: “How to get from the as-is to the to-be [in a BPR project] isn’t explained, so we conclude that during the break, the famous ATAMO procedure is invoked—And Then, A Miracle occurs”.
In our research we are interested in developing a methodology for BPR implementation based not only in detailing steps for BPR but also on guiding and supporting the BPR execution by means of techniques and best practices.
In this context our first concern is to adopt (or define) an existing framework for BPR. We will not try to present yet another integrated BPR methodology, the framework should only allow the user of the BPR methodology to recognize the important topics and their relationships. The second concern is to identify among the literature and the successful execution of current BPR implementations the best practices that may/should be used for each topic of the framework. Brand and Van der Kolk’s [11] evaluation framework will be used to assess the (supposed) effects of a best practice on cost, quality, time and flexibility. Our final concern is to guide the users to when and in which order to apply these best practices. This latter point also includes guidance towards the limits of these best practices and their validity domain. This involves an extensive study of all the best practices identified.”
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Online Article
By Chengfei Liu, Qing Li & Xiaohui Zhao,
Information Systems Frontiers,
21 May 2008.
“ Challenges and opportunities in collaborative business process management: Overview of recent advances and introduction to the special issue
Abstract
Modern business process management expands to cover the partner organisations’ business processes across organisational boundaries, and thereby supports organisations to coordinate the flow of information among organisations and link their business processes. With collaborative business processes, organisations can create dynamic and flexible collaborations to synergically adapt to the changing conditions, and stay competitive in the global market. Due to its significant potential and value, collaborative business processes are now turning to be an important issue of contemporary business process management, and attracts lots of attention and efforts from both academic and industry sides. In this paper, we review the development of B2B collaboration and collaborative business processes, provide an overview of related issues in managing collaborative business processes, and discuss some emerging technologies and their relationships to collaborative business processes. Finally, we introduce the papers that are published in this special issue.
Introduction
With the booming business globalisation and commoditisation, enterprises tend to be more dependent on business process management (BPM) to keep their business processes in control (Smith and Fingar 2003). By Gartner Inc., BPM has been ranked as the third of the top 10 strategic technologies for 2008, after green IT and unified communication (http://www.gartner.com/). As predicated by IDC, Australia, the revenue for BPM market will climb up from US$ 1.065 billion 2005 to US$ 3.8 billion by 2012 (http://www.idc.com.au).
Such globalisation trend highly urges the dynamic collaborations among organisations. The business processes of different organisations are correspondingly required to be integrated seamlessly to adapt to the continuously changing business conditions, and to stay competitive in the global market. Though current business process technologies have achieved a certain level, there is still a large room between the available supports and the requirements from real collaboration scenarios. Especially in a loosely coupled collaboration environment, many non-functional yet crucial aspects, such as privacy and security, reliability and flexibility, scalability and agility, process validation, QoS guarantees, etc., are with an outstanding lack of sufficient supports. This gap in turn poses an obstacle to further advancements and wider application of business process technologies. Therefore, more academic research, facilitating infrastructures, protocols and standards are being expected to shift current BPM for supporting collaborative business processes.
This paper aims for a deeper understanding of the main issues in modern BPM, particularly in the area of collaborative business processes, by reviewing the history, trends and related technologies of collaborative business processes. Some open issues and research opportunities in the management of collaborative business processes are also identified on the basis of the authors’ knowledge and opinions.”
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Online Article
By Remco Dijkman,Irene Vanderfeesten &Hajo A. Reijers,
Enterprise Information Systems,
26 Jun 2014.
“Business process architectures: overview, comparison and framework
Abstract
With the uptake of business process modelling in practice, the demand grows for guidelines that lead to consistent and integrated collections of process models. The notion of a business process architecture has been explicitly proposed to address this. This paper provides an overview of the prevailing approaches to design a business process architecture. Furthermore, it includes evaluations of the usability and use of the identified approaches. Finally, it presents a framework for business process architecture design that can be used to develop a concrete architecture. The use and usability were evaluated in two ways. First, a survey was conducted among 39 practitioners, in which the opinion of the practitioners on the use and usefulness of the approaches was evaluated. Second, four case studies were conducted, in which process architectures from practice were analysed to determine the approaches or elements of approaches that were used in their design. Both evaluations showed that practitioners have a preference for using approaches that are based on reference models and approaches that are based on the identification of business functions or business objects. At the same time, the evaluations showed that practitioners use these approaches in combination, rather than selecting a single approach.”
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Online Article
By Nuno Melao,
International Journal of Services Technology and Management,
March 26, 2009.
“E-business processes and e-Business Process Modelling: a state-of-the-art overview
Abstract
Although e-business is increasingly seen as an essential approach to remain competitive in the globalised economy, many e-business projects fail to attain the expected benefits. To help overcome this, the modelling of e-business processes has been suggested but there is a surprising lack of research. This paper provides a state-of-the-art overview of the different approaches to model e-business processes. It compares and assesses the suitability of methodologies, reference models, standards, techniques and tools for e-business process modelling. A framework showing the relationships between the modelling approaches is proposed and avenues in the pursuit of better modelling approaches are identified. It is hoped that this research is beneficial to researchers and practitioners wishing to improve the effectiveness of modelling approaches.”
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Course Manuals 1-11
Course Manual 1: Processes Overview
Business processes are a topic that everyone discusses, yet there is still a lot of uncertainty surrounding them. Here is all the information you require about what they are and why your corporation has to comprehend them in order to bring some clarity.
What is a Business Process?
A collection of stakeholders conduct a set of tasks or activities known as a business process in order to accomplish an organizational goal. In order to achieve a predetermined goal, the procedures are carried out by systems or people in a systematic manner. The success of business operations and growth are directly influenced by how effectively and efficiently business procedures are carried out.
Another straightforward definition of a business process is a sequence of actions and activities that, when finished, will achieve an organizational objective.
A task is allocated to a participant at each stage of a business process. It serves as the essential building block for a number of related concepts, including process automation and business process management.
Despite the abundance of information that has been published and spoken about business process management, it is important to comprehend why it is so crucial to your company.
Business Process Types
1. Core Processes
These procedures are the central business operations that directly benefit the final clients. The core beliefs, goals, and vision of the company are closely tied with these procedures. These procedures need to be regularly monitored and enhanced because they are mostly responsible for the organization’s expansion and stream of revenue.
2. Support Processes
The seamless execution of the core operations is made possible and supported by these procedures. Despite the fact that they do not help generate income, internal departments can work together to improve fundamental operations by using their assistance. Supporting processes include management of human resources, finances, administration, and operations since they aid in business growth.
3. Management Processes
These procedures are in charge of organizing, supervising, managing, and regulating the main and auxiliary procedures from beginning to end. These procedures ensure that corporate operations are carried out effectively and effortlessly. They are goal-oriented. They monitor internal and external business operations, examine possibilities and obstacles, and guarantee that all procedures are continually improved.
Business Process Technology
Business process technology refers to the application of technology, such as software and systems, to the automation, simplification, and improvement of business processes. Organizations benefit from increased productivity, decreased errors, and time and resource savings on manual task completion. It may be tailored to meet demands and is applicable to many different sectors. Business process technology includes tools for managing workflows, customer relationships, and enterprise resource planning (ERP) systems, to name a few.
Considering Business Processes
In large firms, the benefits and necessity of a business process are extremely obvious. Any organization relies on its processes to streamline individual tasks and ensure that resources are used to their full potential.
Key justifications for having clearly defined business processes
• Establish approvals to ensure accountability and the best use of resources.
• Prevent chaos from encroaching on your daily operations.
• Standardize a set of procedures to complete tasks that really matter to your business.
A Business Process Illustration
Take the hiring procedure for an HR department as an illustration. There are numerous steps in the process, starting with posting the job position and ending with employee onboarding. Despite the fact that this varies from organization to organization, a straightforward approach can be like this:
Numerous applicants submit applications through a portal after the HR executive posts the job update. The HR executive then screens the applicants and selects the best-fits.
The following things happen:
• The chosen candidates are contacted for the next stages of the hiring process
• The ideal candidate is chosen at the very end of the hiring process
• Salary and policy talks take place
• The offer letter is given, and the candidate accepts
• The lengthy employee onboarding process comes next
The seven phases of the business process lifecycle
The business process lifecycle consists of the following seven steps.
Step 1: Determine Your Goals
What aims does the procedure pursue? Why did it get made? How will you determine whether it is a success?
Step 2: Plan and Map Your Process
What are the tactics required to accomplish the objectives? This is the broad road map for the process.
Step 3: Decide on Course of Action and Assign Stakeholders
Determine the particular tasks that your teams must complete to carry out the plan.
Step 4: Test the Procedure
To evaluate the procedure’s effectiveness, run it on a modest scale. Any gaps should be noted and corrected.
Step 5: Carry Out the Procedure
Start the procedure running in a real setting. Train and communicate with all parties as necessary.
Step 6: Examine the Outcomes
Review the procedure and look for trends. Keep track of the process history.
Step 7: Continue
Replicate the procedure for subsequent processes if it is successful in achieving the objectives put forth for it.
Using Business Process Software Has Advantages
BPM solutions are specifically created to increase process efficiency across industries and organizations. They have a wide range of advantages for businesses, including:
Lowering of Risks
BPM software helps prevent and fix errors and bottlenecks thereby minimizing risks.
Reduction of Redundant Tasks
Duplicate tasks can be found and eliminated by monitoring processes. Utilizing BPM software also improves resource allocation to guarantee that human effort is directed solely at jobs that are pertinent.
Reduced Costs
Improved process visibility makes it easier to identify unnecessary spending. Savings are increased and costs are minimized in this manner.
Better Interaction
The collaboration between internal teams as well as external vendors and buyers is boosted by the transparency cultivated by BPM software. Everybody is aware of their duties, deadlines, and bottlenecks.
Agility
Greater agility in organizational operations is made possible by optimized processes. Reduced bottlenecks, duplication, and errors enable shorter response times.
Greater Productivity
Approvals happen more quickly and information retrieval is simpler when processes are running smoothly. Without human interaction, tasks are routed in a sequential manner. These advantages greatly increase a team’s productivity.
Greater Effectiveness
BPM software includes extensive dashboards that offer a bird’s-eye perspective of process performance. It aids managers in ensuring quick turnaround times and high levels of accuracy.
Greater Adherence
Making audit trails and adhering to industry rules and standards is simpler and more thorough using BPM software. BPM software reduces risks by assisting in the prevention and correction of errors and bottlenecks.
Case Study: FedEx
FedEx has successfully integrated automation into its sorting and package handling operations. Automated sorting systems, barcode scanning, and package tracking technologies enable FedEx to process and route packages efficiently, resulting in faster transit times, improved shipment visibility, and enhanced customer satisfaction. Automation optimizes the movement of packages through sorting hubs, minimizing delays and facilitating accurate tracking information.
However, it is crucial for companies considering automation to have contingency plans in place. Despite the benefits, there is always a possibility of system failures or disruptions that can impact operations. Companies should invest in robust backup systems, redundancies, and disaster recovery strategies to minimize the impact of any unforeseen events. Ensuring redundancy in critical components, data backups, and regular system maintenance can help mitigate risks associated with automation.
What Characteristics Make a Perfect Business Process?
The following four qualities make up the perfect business process:
1. Continuous
A successful business process has a clearly defined beginning and end. Additionally, it has a set amount of steps.
2. Repetitive
An effective business procedure can be used repeatedly.
3. Adds value
It does not include any steps only for the sake of having them; rather, its ultimate goal is to translate the production of value into actions that can be carried out. In other words, a process step shouldn’t exist if it doesn’t offer value.
4. Versatility
It is not stiff and has the ability to change naturally. Any time room for improvement is found, the method enables the change to be absorbed internally without having a significant operational impact on its stakeholders.
What Are Terms Related To Business Processes?
1. Business Process Automation
Business process automation is a technology-driven approach to automating a business process so that it can be completed more quickly and for less money. It is quite beneficial for both straightforward and intricate commercial procedures. The following are some advantages of business process automation:
• Improving effectiveness
• Cutting down on human error
• Adjusting to shifting business requirements
• Outlining work tasks and roles
2. Business Process Management
In order to adapt to the changing needs of business, BPM is a methodical way to making an organization’s operations more dynamic and efficient. One of the fundamental tenets of BPM is the idea of continuous improvement, which is intended to be the focal point of all BPM activities. BPM is a continual strategy to improve business process execution over time. There are numerous on-premises and cloud-based software options available to deploy BPM.
3. Business Process Modeling
A diagrammatic or structural representation of the flow of business activities inside an organization or function within an organization is known as business process modeling. Its main purpose is to record and establish a baseline for the present activity flow in order to find improvements and enhancements for quick task completion. Typically, they adhere to a standard like the Business Process Modeling Notation (BPMN), which is widely recognized and with which the majority of process specialists are familiar. However, without any prior knowledge of modeling notation, even a business user can model a process based on business stages using process modeling software.
4. Business Process Improvement
Business process improvement (BPI) is a strategic planning program that tries to reshape company processes in accordance with operations, complexity levels, staff abilities, etc. in order to make the entire process more relevant, efficient, and support overall corporate growth. Instead of making minor, gradual changes, it takes a pretty radical approach to rediscover more effective ways to manage company processes. It often begins with process mapping, and its main goal is to match organizational business objectives with IT resources. You can help yourself with this by using one of the many process optimization solutions available on the market.
5. Business Process Development
Business Process Development and Management (BPDM) is a comprehensive process for designing, executing, and changing current business processes. In BPDM, the stages and tasks needed to accomplish a particular business goal are identified, and a process that is effective, efficient, and in line with the organization’s overall strategy is designed.
6. Business Process Reengineering
Business process reengineering involves completely redesigning business processes in order to have a significant effect. To achieve a comprehensive transformation, it entails locating the root of inefficiency, eliminating tasks that don’t offer any value, and even executing a top-to-bottom change in the way a process is designed.
7. Business Process Optimization
Business process mining and analytics technologies are used in business process optimization to identify bottlenecks and other significant inefficiencies in an existing process.
8. Business Process Mapping
A technique for clarifying, documenting, and decomposing process sequences into logical phases is called business process mapping. Either the mapping is done verbally or through flowcharts to visualize it. Select a process mapping tool with an easy-to-use visual interface that enables business users to map all processes based on logical steps.
9. Business Process Analysis
The process of determining business requirements and selecting the best solutions to address business issues is known as business process analysis. Process optimization, policy creation, organizational reform, and strategic planning are some examples of this.
10. Business Process Integration
The capacity to build a process model that specifies the order, hierarchy, events, execution logic, and transfer of information amongst systems located in the same enterprise is known as business process integration.
11. Business Process Simulation
Business process simulation is a technology used to analyze business processes in order to assess performance, test process design, locate bottlenecks, test adjustments, and determine how a process behaves in various environmental settings with various datasets.
12. Business Process Transformation
The phrase “business process transformation” refers to fundamentally altering a set of steps required to achieve a certain business objective. This is done to make sure that a company’s personnel, objectives, procedures, and technologies all mesh together.
13. Business Process Flow
The process you’re building is depicted in the business process flow. Typically, it resembles a form or flowchart. Every business process flow is made up of stages, and there are fields (or actions) to complete inside each stage.
14. Business Process Monitoring
Business process monitoring is the proactive observation of activities and processes to give managers insight into crucial business transactions and processes. This aids management in determining how well their procedures are working and whether they are in line with the corporate objectives.
Exercise 2.1: Characteristics of a Perfect Business Process
Instructions:
1. Divide the participants into pairs.
2. Provide each group with a flipchart or a whiteboard and markers.
3. Explain that the goal of the exercise is to brainstorm and identify the characteristics that make a business process perfect.
4. Give the groups 5 minutes to discuss and note down their ideas on the flipchart or whiteboard.
5. Encourage creativity and active participation within each group.
6. After 5 minutes, ask each group to present their ideas to the rest of the participants.
7. Facilitate a group discussion by highlighting common characteristics mentioned by different groups and encouraging participants to share their thoughts and perspectives.
8. Summarize the key characteristics discussed and emphasize their importance in creating a perfect business process.
Course Manual 2: Optimization & Improvement
What Advantages Does Business Process Optimization Offer?
Many companies desire to implement business process optimization just because it is a trendy term in the business world. However, knowing the advantages it offers your company gives you a yardstick for gauging your progress.
When you decide to optimize your processes, your company will benefit from a number of advantages, including the following.
1. Adherence To Regulations
Industry regulations are in place to uphold law and order for the benefit of society as a whole. Businesses that violate the set norms and regulations are prohibited from operating and subject to strict enforcement.
When processes are disorganized, regulatory criteria are not followed as often. When you streamline your business processes and take regulatory compliance into account, you may operate more efficiently and maintain regulatory best practices.
2. Lessened Risks
When there is a proper way to do anything, there is also a bad way. And there are numerous risks present when things are done incorrectly.
Some risks can be more dangerous than others depending on the nature of your business. Regardless of the risk’s severity, it can be avoided by strengthening your procedures and removing any weaknesses.
The least you can do as a business owner is to ensure the safety of your workers and clients. Through the development of an enhanced technique of operations, business process optimization detects hazards resulting from the execution of your current processes and eliminates them.
With standard operating procedures (SOPs) that have been put through testing and been deemed risk-free, you can provide your staff the assurance that their safety matters as they perform their tasks. They will be able to compete at their best if they do this.
3. Streamlined Operations
If there were no bottlenecks, which show that a process isn’t well-founded because they impede workflow, every business process would be effective.
Task turnaround times are prolonged by bottlenecks. Finding out what to do and how to accomplish it takes so much time.
When business procedures are improved, even the most complicated ones can become the simplest. By eliminating all bottlenecks, optimization enables the connection of separate operations into a single, fluid workflow.
Especially for repeated jobs, automation is a wonderful example of optimizing business operations. You can automate monotonous tasks so that you don’t waste time on them and can instead concentrate on more creative ones.
Soon, most typical managerial labor will likely be automated, according to Gartner, a company that provides executives and their teams with actionable, unbiased insights. Therefore, suffice it to state that automation is the future.
4. Continue To Uphold Consistency And Quality Control
Are you hoping to attract more clients and boost your client retention rate? In addition to marketing, perhaps you might focus more on boosting the caliber of your goods or services by streamlining your operational procedures.
The value of your product will influence whether or not you retain new clients.
Your ability to consistently provide high-quality goods or services provides you a competitive edge. Your ability to duplicate excellent achievements gives your clients confidence. Customers will feel confident to call you whenever they need you because they know they can always count on you to provide the value they are paying for.
You can automate some of your complex procedures to reduce human error while you improve your business processes for consistency and quality assurance. There are fewer mistakes when complicated operations require fewer people.
5. Better Resource Management
Your resource management procedures will determine how long they can be maintained. You need to spend more resources than necessary to complete tasks when you use inefficient processes. Even then, the outcomes might not be outstanding, necessitating a bigger investment of resources. Before you realize it, non-profitable operations are depleting your resources.
Eliminating redundancy is one approach to stop your processes from consuming all of your resources. There is no place for waste if every stage of a process has a purpose.
Because every layer of your process is results-driven, business process optimization helps in the creation of efficient processes. By eliminating bottlenecks, resources are not wasted. You get to use your resources more effectively and get their benefits.
6. Increased Client Satisfaction
The goal of the majority of tasks performed at work is to please your consumers. Aren’t you in business to satisfy their needs?
Customers pay when their requirements are addressed in exchange for the value given.
The “how-to” of satisfying your consumers is in effective processes. Getting customer pleasure is challenging if your operations are inefficient.
Perhaps your current business procedures fall short of putting a smile on your customers’ faces. Not to worry, you can fix that anomaly by optimizing your business processes.
Where are you and your customers clashing right now? What are the complaints of your clients? Examine the procedures that are utilized to accommodate them in those places and find a more effective way to carry them out.
As you’ve read, business process optimization has several advantages. However, is optimization truly necessary for your company? Learn more in the following section.
Who Needs To Optimize Business Processes?
In the contemporary business world, innovation is the standard for success. Your company has a big advantage over other businesses on the market since you are eager to upgrade your current operations.
Business process optimization, as we’ve already established, is essential for company success. If you don’t make changes to your processes, you can be stuck with slow, outmoded, and laborious procedures that take forever to carry out and put your company at risk.
Let’s examine some indicators that business process optimization is essential for your corporation.
The following are characteristics of companies that require process optimization.
1. Ineffective Communication
Your team must communicate with one another on the tasks they are working on, whether they are working on-site or remotely. However, there is a problem when employees communicate primarily in order to receive guidance or instructions on how to carry out their work, particularly when there are already-existing business processes that should support that but don’t.
According to studies, poor communication costs businesses up to $37 billion annually. By giving employees all the information they require, effective business procedures eliminate the need for constant questioning on the part of the staff. If your procedures aren’t sufficient to direct them in their responsibilities, you need to make some modifications.
2. Duplicate Tasks
The most efficient company procedures are simple. There is no room for redundant or pointless steps. You might be overly specific in your attempt to create a comprehensive business process, leaving potential for redundancy.
The lengthier the procedure, the more time and occasionally the resources needed to complete it.
3. Make the Same Complaints
Do multiple staff members and customers frequently complain to you about the same problem? If you swept it under the rug, you would be shooting yourself in the foot. Everyone who complains about the problem must be mistaken.
You must correct the processes in question because something must be wrong with them. And putting business process optimization into practice is a terrific method to do that.
4. Difficulty Filling in New Positions
A sign of expansion in your company is the addition of new personnel. However, you might not be as thrilled about it if the idea of training and integrating the new hires worries you out.
Lacking efficient business processes for the position, training and onboarding new staff might be challenging. You continually state the most basic directions. Even then, they might not understand it.
You’d be shocked how much of a difference improving the onboarding and training of new employees can make. With the correct platform, you can collaborate, automate repetitive operations, document your procedures, and provide these resources to new hires for self-learning.
5. Problems with Version Control
How effectively do the members of your team use document version controls? Do they mix up different document versions? This could seem like a simple problem until it costs you a major client or causes significant harm.
Employees may find it difficult to distinguish between different versions of a document when they are under time pressure, especially if they have to do it manually.
By streamlining your procedures, you can easily update each iteration of a process. Additionally, you may quickly and easily find the precise version you require without having to manually search through tons of files.
Steps to Optimize Business Processes in Practice
Now that your business processes can be optimized, you’re ready. Depending on the seriousness of the setback your company is suffering as a result of its current procedures, you could believe that something significant or onerous needs to be done in order to achieve the improvement you need.
However, it’s not always the case.
Sometimes the simplest solutions can solve the most challenging issues. The cleverness of the solution to the problem, not its size, is what matters.
The same is true for business process optimization. It’s incredible how the execution of the subsequent phases can result in a complete shift in your organization.
1. Recognize
What’s the problem here? Or, even better, what is the problematic process?
Your business may involve a number of troublesome processes. You should tackle each of them one at a time for the greatest results.
Concentrate on a single issue. Focus in on it to see what’s preventing it from working.
To identify the cause of the issue, inquire about the process’s implementation. The objective is to determine what can be done to improve the process. Don’t rush to add more layers to the process without first considering how to make it better as it is.
2. Reconsider
Efficiency is essential for business process optimization. Working with the resources at hand to produce the best results is a terrific approach to be efficient.
Therefore, despite following your processes exactly, you haven’t been achieving the intended outcomes. Can you conceive of better ways to carry out the same processes rather than redesigning them altogether and beginning from scratch? In this situation, you’ll shorten the procedures and utilize your resources more effectively.
For instance, instead of dismissing a process when it is excessively slow, you would be better off determining the causes of the slowness and eliminating them. Your operations may be significantly impacted if you can speed up just one procedure.
3. Examine
You must be sure of your actions as you make the appropriate adjustments to your procedures by considering all the factors at play.
Create a plan in advance to help you achieve your goals, and then map out your objectives. How will you evaluate your progress?
You can do it by creating a set of key performance indicators (KPIs). Measuring the time difference between carrying out repetitive tasks manually and automatically can give you an indication of your progress in a case where you need to deploy workflow software.
4. Execute/Automate
Without automation, it is practically impossible to optimize corporate processes. This is due to the fact that some of your processes, particularly the recurrent ones, generate a slowdown in your business.
Repeated jobs should receive some attention because they aren’t any less significant. Fortunately, you can use an automation program to put them on autopilot. As a result, you and your team will have more time to work on interesting projects.
In many businesses, dealing with human errors is an ongoing challenge. Continuous errors will be a thing of the past thanks to business automation technologies. Your system will operate with the greatest accuracy if you program it correctly.
5. Monitor
The most effective corporate operations are constantly evaluated for room for improvement. Even if you almost perfectly optimize a process, it may quickly become inefficient. You would be unaware of this if you weren’t keeping an eye on it.
Keep an eye out for any flaws in your new procedures. Too busy to perform that by hand? As it evaluates the real-time reports on your dashboard, automation technologies can be used to track the efficiency of your processes.
Case Study
It only makes sense that we go in-depth so you can observe business process improvement in action.
Consider if you were one of the 15 employees at your business, X Enterprises. With eight copywriters, four editors, and two HR staff members, you function as a full-service copywriting agency. The customers are arriving, and everything appears to be going smoothly. But from the outside, that is how it appears. When you start paying attention to the processes, the HR process appears to have numerous gaps that need to be filled.
Let’s say you choose to streamline the procedures in the Human Resources division. In that instance, your initial move will be to identify the Human Resources department’s problematic processes.
For instance, you might find that it takes new writers more than a few weeks to deliver quality content to clients. You investigate and learn that one of the HR staff members, let’s call her Cindy, may be delaying the onboarding of new writers and delaying their ability to contribute to the organization. You must streamline this procedure. Naturally, you’ll want to improve Cindy’s onboarding procedure so that new authors produce faster and better work.
Cindy’s technique can be fully understood by carefully examining what she does. Even some instant solutions to some of the problems will occur to you. Two issues, for instance, would be how she initially assesses prospective writers she encounters on various employment portals, and which considerations are given the most weight when she makes recruiting selections.
You should create a list of solutions to use as you identify these issues. These may consist of:
• Contacting authors who have a few years of writing experience or who have previously spent at least six months working for a writing agency in the last two years.
• Setting up a video call with potential authors so they can thoroughly explain their viewpoint and talk about their writing process.
• Integrating compensated writing tasks into the evaluation procedure.
• Giving comments on the compensated writing projects to gauge how quickly the applicant learns and adopts them.
• Examining the working culture to determine whether it enables authors to get up to speed fast or if it intimidates them.
Exercise 2.2: Advantages of Business Process Optimization
Objective: To explore and discuss the advantages offered by business process optimization.
Duration: 15 minutes
Instructions:
1. Divide participants into groups of 5.
2. Provide each group with a flip chart paper or whiteboard and markers.
3. Explain that the objective of the exercise is to identify and discuss the advantages of business process optimization.
4. Instruct each group to brainstorm and list down as many advantages as they can think of within the given time (5-10 minutes).
5. Encourage participants to think creatively and consider both general and specific advantages that can be derived from optimizing business processes.
6. After the brainstorming time is up, ask each group to present their list of advantages to the rest of the participants.
7. Facilitate a brief discussion on each advantage presented, allowing participants to share their insights, experiences, or examples related to the advantages.
8. Encourage participants to ask questions and engage in a meaningful discussion about the potential impact of each advantage on business performance.
9. Conclude the exercise by summarizing the main advantages discussed during the session and highlighting their significance for companies seeking to optimize their processes.
Note: If time permits, you can also provide real-life case studies or examples of companies that have experienced notable advantages through business process optimization to further enrich the discussion.
Course Manual 3: Streamlining
Techniques for Streamlining Workflows and Business Processes
When a procedure is made simpler, it has been streamlined. Typically, this simplification process is accomplished by eliminating difficult or pointless stages. A process can be streamlined in a number of ways using diverse techniques and contemporary corporate information technology platforms that support successful firms. In this post, we go over what streamlining is and its advantages, as well as what processes and workflows are and how to streamline them to increase productivity.
What Does Streamlining a Process Mean?
A business process is a sequence of operations that are carried out repeatedly and in a predetermined order so as to accomplish a particular task. A task is any activity that takes place. A task itself could be a step in a process or a one-time occurrence.
For instance, when onboarding a new employee, you fill out paperwork, give them a tour of the office, set them up with tools and a workspace, and introduce them to the team members. Filling out papers is one of your responsibilities in this situation.
Or let’s take the method of billing customers. The first step in figuring out the actions that go into billing may be to document this procedure. After documenting your workflow, you could discover tasks that can be automated or removed, leading to a more efficient invoicing procedure.
What Does Streamlining Business Operations or Processes Mean?
Business procedures will vary in formality depending on the organization. A formal process is typically written down, whereas an informal process happens without any effort or preparation. A business process that has been simplified produces quicker results with fewer issues.
Software solutions for business process management and workflow are made expressly to automate and streamline business departmental activities. Process simplification is advantageous for various company divisions:
• Administration and human resources: orientation of new employees
• Sales and marketing: delivery of follow-up emails
• Accounting and finance: submission of vendor invoices
• Business: product shipping
• Product orders: procurement
• Management: review of employees
• IT: password reset
• Supply chain management: replenishment of raw materials
• Asset management/predictive maintenance: asset discovery and inventory
• Compliance documentation: quarterly reporting
• Management of projects: task notification
Financial Process Simplification for Growth
The whole cash flow of a corporation is under the control of the finance department. They keep an eye on all cash inputs and outflows to ensure that payments are made and money is received legally.
The amount of paperwork and invoices also increases when a business expands quickly. Let’s say the finance staff is routinely asked by project managers to provide updates on their budgets. Operational risk rises as a result of the pressure on the finance staff to keep up with the rapid expansion. The corporation may choose to increase its workforce in order to resolve the issue, but this will not go to the bottom of the issue.
How will the business optimize financial operations to reduce risks if employment is not the answer?
The corporation can give budget managers who are not in the finance department more authority and accountability. Automating the budgeting process is one remedy. The business might give each project manager access to an online dashboard with their budget allocations.
Project managers will then have automated, immediate access to their budget reports. Additionally, they will be able to observe how their project choices would affect cash inflows and outflows. This aids in resolving the finance team’s scaling issue.
Efficiency Improvement Through Working Capital
For a business, improving working capital efficiency is crucial. Let’s examine several methods used by businesses to increase efficiency.
By automating the procedures for collecting account receivables and paying account payables, a business can get rid of errors. The lengthy process of manually creating invoices and paying creditors can result in mistakes that impede downstream operations. Investing in technology systems to automate the accounts payable and receivable processes is worthwhile.
Utilizing non-cash possibilities is a further tactic. So that everything is consolidated in one location, customers and vendors can receive and send payments online through a payment platform, bank (wire) transfers, or credit cards.
Another tactic is to centralize supplier and customer data so that everyone who has to access the database within the organization knows where to go and how to get there. For instance, business entities use information systems significantly, and they are gaining popularity. They facilitate departmental communication more quickly. This is particularly important when asking other departments for information.
Finally, standardizing the terms for payments and collections allows for time savings for team members. They won’t have to devote a lot of time to managing convoluted systems with multiple terms pertaining to clients and suppliers.
The key takeaway from all of the aforementioned solutions is that they all seek to significantly increase business efficiency.
Advantages Of Simplifying Procedures And Processes
You may accomplish a lot of different things that demand less labor and free up time by optimizing the daily operations of your company. Here is a list of advantages that your company or organization could enjoy as a result of streamlining your procedures and workflows:
1. Enhanced cost effectiveness
Since data entry and processing can be done automatically, streamlining software will probably result in a reduction in the amount of paper used in your business and a need for less workers. Your company will probably save money as a result, allowing you to devote funds elsewhere.
2. Increased productivity
When procedures are streamlined and employees can more clearly understand the daily responsibilities and expectations placed upon them, productivity among your staff members is likely to increase. When superfluous chores are decreased, they will be better able to concentrate on the caliber of the work they are creating.
3. Increased dialogue
Improved departmental communication and better work tracking are two benefits of streamlined management systems. Employees will be able to complete given duties more quickly since they will spend less time traveling around to speak with one another.
4. Better time management
You and your staff will probably be better able to manage your time, do the most crucial work first, and have buffer time in between tasks if there are fewer tedious chores for you and them to perform.
5. Reduced risk
Process simplification increases transparency for businesses. From a single spot, it is simpler to monitor your employees’ progress and identify errors or missed deadlines. For instance, streamlining might assist in meeting company duties like following regulations or providing clients with a product or service on time that you may manufacture.
How To Boost Efficiency By Streamlining Processes And Workflows
It may take some time to streamline procedures and workflows, therefore it’s best done in manageable chunks that help your company reach its efficiency objectives. Examining the specifics of how they handle each of their unique difficulties might help businesses streamline their procedures. Your business must choose which areas to simplify.
Here are 6 measures you may take to simplify workflows and processes to increase productivity:
1. Evaluate current workflows and processes
It will be simpler to obtain a general understanding of how things are done before you can discover what areas could be considerably improved by simplifying when you analyze your current procedures and workflows.
For instance, it would be useful to list your workflow and procedures in the simplest possible words, as well as the people involved in each step and the benefits you believe each one offers.
2. Rank operations
The number of genuine processes and workflows that are used to accomplish objectives or tasks may surprise you. Numerous processes are connected and might not be as significant.
Make a list of the procedures and rank them from most vital to least significant. This will assist you in selecting the first, second, third, and so forth processes to simplify.
3. Examine results
Analyzing the outcomes or results of such processes and workflows is possible once you have evaluated them. This helps you understand the processes that are time-consuming, pointless, and expensive.
For instance, you might see in the assessment that five containers of paper are shred and disposed of daily. The cost of the toner and paper, the amount of time employees spend printing and shredding, and the potential impact of new software on a particular process or workflow in your department or organization should all be considered when analyzing the results.
4. Request feedback
The workflow chain or process may benefit from the input of employees or colleagues. Many of these people probably have their own thoughts on how processes might be improved to reduce time spent on activities and achieve objectives more quickly. When it comes to streamlining procedures, there are frequently tiny aspects that may be improved, but unless you seek your coworkers for their input, you might overlook them.
You might, for instance, create a poll based on various procedures and workflows and ask your staff to respond anonymously in order to prevent prejudice. You could also try organizing a meeting to discuss areas that could use improvement.
5. Streamline or automate operations
Modern workflow software solutions are widely available nowadays and help in optimizing company activities. Software for business process management is a common name for them. Each one has unique qualities and abilities that will be useful to various organizations and professional domains. However, the majority of BPM software solutions are made to offer comparable advantages, such as making it simple to gather data in a single spot, automating workflow processes, and improving visibility through graphs, charts, and reports.
Try looking into software that can be useful for your business and see what your rivals are utilizing to automate their procedures.
6. Modify and polish
No process or procedure is flawless, thus they almost certainly need constant tweaking or improvement. Depending on your results, you might wish to alter the streamlining procedures. Employees may need more time to receive sufficient training on the new processes, and not all employees may master them at once. You must exercise patience and continue to solicit input from customers and staff as you develop processes and workflows.
A Guide to Streamlining and Automation: Best Practices
It’s essential to decide whether to streamline your company’s operations. It’s time to update your company processes if they are making your customers or employees unhappy, or if they are costing you more than is necessary. Here are a few pointers on streamlining or automating business processes:
• Conduct a survey to learn what your customers believe. To determine what is and isn’t working, ask the right questions.
• If employee training is necessary, hire an outside specialist with experience instructing a variety of people and at various leadership levels. Take leadership training as an example. Think about the effects of worker absences for training (particularly crucial for smaller businesses).
• Prior to implementing technology, identify faulty processes and concentrate on fixing them. According to a quote made famous by Bill Gates, “The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency.”
• Decide who will utilize and/or manage any technology solutions: ordinary personnel or programmers.
• Before investing in any technology, be certain that you will get your money’s worth.
• As you work on efficiency, take into account the Pareto principle or the 80/20 rule. For instance, solving the top 20% of inefficient operations could solve 80% of your process issues.
• Consider cloud-based vendor-delivered solutions that are flexible, extensible, mobile-friendly, and adaptable to your unique demands.
Case Study: Toyota
Toyota, one of the world’s leading automotive manufacturers, is renowned for its commitment to continuous improvement and streamlining processes. The company’s production system, known as the Toyota Production System (TPS), has become a benchmark for efficiency and waste reduction in the manufacturing industry.
At the core of TPS is the concept of Just-in-Time (JIT) production, which aims to eliminate waste by producing items in the exact quantity and at the precise time they are needed. Toyota achieves this by closely monitoring customer demand, optimizing production schedules, and maintaining a lean inventory. By streamlining its production processes and reducing inventory holding costs, Toyota has been able to achieve high levels of operational efficiency.
Another key aspect of Toyota’s success in streamlining processes is its emphasis on employee involvement and continuous improvement. The company encourages employees at all levels to identify and eliminate inefficiencies in their work processes through a methodology known as Kaizen. This approach empowers employees to propose and implement process improvements, fostering a culture of innovation and efficiency throughout the organization.
Furthermore, Toyota has embraced automation and robotics to streamline its manufacturing processes. The company utilizes advanced robotics systems for tasks such as welding, painting, and assembly, enabling precise and efficient production. By automating repetitive and labor-intensive tasks, Toyota has been able to optimize production flow and improve overall productivity.
Exercise 2.3: Name That Fact
1. Preparation: Prepare a list of intriguing and unusual questions or prompts. Make sure they are light-hearted and not too personal. For example:
• If you could have any superpower, what would it be and why?
• Share one thing on your bucket list.
• What’s the most unique or exotic place you’ve ever visited?
2. Group Setup: Arrange participants in a circle or 2 groups.
3. Instructions: Explain the rules of the game to the group. Each participant will take turns answering one of the prepared questions or prompts. They must provide a brief answer (30 seconds to a minute) and be ready for follow-up questions or comments from the group.
4. Example Round: Start by demonstrating how the game works. Share your own response to one of the questions. For instance, “If I could have any superpower, I’d choose teleportation because I love traveling and exploring new places.”
5. Pass the Baton: After your example, choose a participant to go next. They will select a question from your list and answer it. Encourage others to ask follow-up questions or share their thoughts after each response.
6. Rotate: Continue around the circle or group until everyone has had a chance to share. Depending on the size of the group and the time available, you can do multiple rounds with different questions.
7. Debrief: After everyone has had a chance to participate, you can open the floor for general discussions, reflections, or comments about what they learned and any common interests or connections that emerged during the exercise.
• Speed Round: Set a timer (e.g., 30 seconds) for each participant to answer their question, making the icebreaker faster-paced.
• Partner Sharing: Instead of sharing in a group, pair participants up to take turns asking each other questions. This can be more intimate and allow for deeper conversations.
• Themed Questions: Tailor the questions to a specific theme, such as travel, hobbies, or career aspirations, depending on the context of your gathering.
Course Manual 4: Streamlining Examples
Streamlining Techniques
In 1986, Six Sigma, a collection of methods and equipment for process improvement, was created. Today, Six Sigma is still utilized to enhance processes, particularly in the industrial sector.
Every company and industry has its own special methods for process optimization, however process mapping is a method that most businesses use to increase productivity. This can also be referred to as a workflow diagram, a process model, or a flowchart. Everyone and everything involved in a process is made clear via a process map. Process mapping is used to find areas where a company may improve.
Here are some examples of business process maps:
Flowcharts: Visual representations of your business operations.
Swimlane Diagram: Establishes accountability in a process by allocating responsibilities and activities to the right team, department, or employee.
Value Stream Mapping: A lean enterprise technique for enhancing information and material flow during the creation of a good or service.
SIPOC: A graphic representation of a business process (suppliers, inputs, process, outputs, customers).
Gantt charts are used in project management to visualize project schedules and tasks.
Depending on the industry, additional methods for business process management may also include the following:
• Basics Matrix
• Gut Matrix
• Impact Analysis
• Risk Analysis
• Cause Effect Analysis
• Value Chain Analysis
• Systems Diagrams
• Fishbone Diagrams
• Root Cause Analysis
• Customer Experience Mapping
• Brainstorming
• Change Curve
• Creating A Business Case
• Kaizen
• Petri-Nets
• Kotter’s Eight-Step Change Model
• Standard Process Notation
After creating the process map, you may start the analysis. One of the most crucial tasks in process improvement is this one. Your investigation will turn up actual issues that demand attention.
The following are some additional prevalent theories and methods of analysis:
• Gap Analysis
• Root Cause Analysis
• Observation
• Value Chain Analysis
• 5 Whys Analysis
• Cause-And-Effect Analysis
• Impact Analysis
• Risk Analysis
• Failure Mode Effects Analysis (FMEA)
• Business Process Modeling And Notation (BPMN)
• Customer Experience Mapping
• Lean
• TQM, Or Total Quality Management
Case Study: Amazon
Amazon is a prime example of a company that has successfully streamlined its processes to become one of the world’s largest e-commerce and technology giants. One of the key factors contributing to Amazon’s success is its relentless focus on operational efficiency. From the moment an order is placed on their website to the final delivery, Amazon has implemented various streamlined processes to optimize every step of the customer journey.
Amazon’s fulfillment centers are a testament to their commitment to streamlining operations. These centers are strategically located near major population centers and are designed to minimize the time it takes for products to reach customers. The company employs advanced automation and robotics technology to optimize its fulfillment processes. For instance, Amazon utilizes robots to retrieve items from storage shelves and bring them to human workers for packaging and shipping. This automation significantly speeds up the order fulfillment process, ensuring timely delivery to customers.
Another area where Amazon has excelled in streamlining processes is customer service. The company has developed an extensive self-service platform, allowing customers to track their orders, initiate returns, and manage their accounts with ease. By empowering customers to resolve issues independently, Amazon reduces the need for extensive customer support, resulting in cost savings and improved efficiency.
Additionally, Amazon has streamlined its logistics operations through its innovative delivery network. The company utilizes a combination of in-house delivery services, such as Amazon Prime and Amazon Flex, as well as partnerships with established logistics providers. This multi-faceted approach enables Amazon to optimize delivery routes, reduce shipping times, and ensure efficient last-mile delivery.
Business Process Streamlining Technologies
The principles of TQM, continuous improvement, Six Sigma, and lean process improvement are all strongly related to the idea of business process management. Software companies have made business process management their core competency and have created a wide range of cutting-edge solutions to optimize workflow or business processes.
These devices are intended to document, streamline, automate, gauge, and enhance business procedures. Information on various business/workflow process streamlining and automation tools can be found below.
• Business Process Management (BPM) Software: As a branch of operations management, business process management sees business processes as crucial resources that need to be carefully built and maintained in order to be valuable. Businesses can automate and improve business processes with the aid of BPM software. Gartner Peer Insights states that “A BPM platform minimally includes: a graphical business process modeling capability, a process repository to handle the modeling metadata, a process execution engine, and a state management or rule engine.” Modern BPM solutions’ intelligence, quick application development, and mobile capabilities are essential for digital transformation programs to meet the demands for agility and speed.
• Customer Relationship Management (CRM) Software: CRM solutions are centered on the interactions between the company and potential clients. In order to strengthen interactions with customers, process efficiency is critical.
• Enterprise Content Management (ECM)/Enterprise Document Management Software: ECM systems manage, store, maintain, and provide material to processes within a company. CRM and BPM software are strongly integrated with ECM software.
• Project Management Software: Also known as flowchart software, project management solutions make it easier to break up large projects into manageable tasks.
• Product Management and Development Software: This type of software automates the process of getting a good or service ready for the market from conception to launch.
• Legal, Accounting, and Finance Tools: Accounting, legal, and financial software solutions can help with document management, invoicing, expense reporting, payroll, accounting, taxes, reporting, and analytics.
• Human Resources and Marketing Software: The hiring process, staff scheduling, timesheet approvals, customer feedback, customer interaction, and cooperation can all be made simpler by using software for human resources and marketing.
• Personal Productivity Tools and Apps: Checklist generation, task management, activity logging, and time tracking may all be automated using apps and online solutions.
Case Study: Zappos
Zappos, an online retailer specializing in footwear and clothing, has built its reputation on exceptional customer service and streamlined processes. The company’s success can be attributed to its commitment to creating a seamless and enjoyable shopping experience for customers.
One of the key ways Zappos has streamlined its processes is through its innovative approach to inventory management. Rather than relying on traditional warehouses, Zappos operates on a “chaotic” warehousing system. This system involves storing products in an organized but unassigned manner, allowing for maximum flexibility and efficiency in picking and packing orders. By eliminating the need for fixed locations for specific items, Zappos can optimize its warehousing operations and fulfill orders more quickly.
Zappos also places a strong emphasis on employee training and empowerment. The company invests heavily in training its customer service representatives, known as “Zapponians,” to deliver exceptional service.
Exercise 2.4: Streamlining Techniques
Materials Needed:
• Whiteboard or flipchart
• Markers
• Sticky notes
Instructions:
• Start the workshop by briefly explaining the concept of streamlining techniques and their importance in optimizing business processes.
• Provide a brief overview of various streamlining techniques mentioned in the provided information, such as process mapping, value stream mapping, Gantt charts, and more.
• Highlight the case study of Amazon as an example of successful process streamlining.
• Divide the participants into small groups of 5 people.
• Assign each group one specific streamlining technique mentioned in the information (e.g., process mapping, value stream mapping, flowcharts, etc.).
• Instruct each group to discuss and brainstorm real-life scenarios where the assigned streamlining technique could be applied to improve a business process.
• Encourage the groups to think creatively and come up with practical examples.
• Ask each group to present their assigned streamlining technique and share the scenarios they brainstormed.
• As they present, have them explain how the technique can be applied, what benefits it can bring, and any challenges that may arise.
• Facilitate a brief discussion after each presentation, allowing participants to ask questions or provide feedback.
• Wrap up the exercise by facilitating a short discussion on the key takeaways from the workshop.
• Ask participants to reflect on the different streamlining techniques discussed and consider which techniques might be most applicable to their own work or industry.
• Encourage participants to explore further resources and tools related to streamlining techniques to continue their learning and application in their respective roles.
Note: The exercise can be modified based on the time available and the specific needs of the participants. If more time is available, you can allocate additional time for group discussions or extend the presentation and discussion phase.
Course Manual 5: Automation
Why can’t modern business leaders sleep at night? One reason is that competition is more ferocious than ever. Another concern is how quickly consumer and market expectations are changing and developing. Businesses must seize every advantage available to them in order to grow resilient and agile while also being more competitive and profitable. Process automation can help with it.
Process automation is becoming a more and more popular strategy used by companies to boost their competitiveness and profitability. In fact, 80% of respondents to a recent Gartner poll of international industry executives named automation as one of their top business priorities and success strategies.
Defining Process Automation
In order to achieve certain organizational goals, such as creating a product, hiring and onboarding employees, or delivering customer service, process automation is the use of software and technologies to automate business processes and tasks.
Process automation is a quicker, easier technique to improve organizational effectiveness. You can learn how to create workflows and automate processes without knowing any programming in this demonstration, and you can get going right away using pre-built content.
Business process automation (BPA) and digital transformation
Business process management (BPM), which is a more comprehensive field, originally included only one subset called business process automation. By taking over time-consuming and repetitive processes, BPA aimed to increase back-end productivity. BPA, however, is now the driving force behind BPM and a key tenet of any journey toward a digital transformation rather than only a component of BPM. Modern business process automation has almost limitless scope and scalability thanks to digital transformation, which is fueled by technologies like AI and machine learning. Modern BPA solutions may now be linked into front-end and back-end applications, easing processes in areas such as supply chains, HR, finance, and customer service.
Business Process Automation Stages
Examples Of Business Process Automation
Ad hoc or occasional tasks or activities are not good candidates for process automation. This technology works well for routine jobs that follow set procedures, orders, and regulations. Automation makes sure the business process is carried out correctly every time, with the right people involved, in the right order, taking the relevant information into consideration, and within a predetermined timescale. The first step to increasing efficiency by removing unnecessary tasks and activities is to map out or model your business process. The following are some areas that frequently gain from process automation, though priority will differ from one business to another.
• Recruitment. To quickly process assessments, rejections, or follow-ups, as well as to upload resumes and references, process automation technologies can help you expedite various aspects of recruiting so you can locate and hire the best individuals.
• Training and onboarding of new employees. Process automation can assist in making tasks related to hiring and onboarding simpler, from records processing through compliance and training. As a result, an employee becomes more engaged and effective more quickly.
• Payroll and payment procedures. The number of contract employees and remote workers that work across various locations has significantly increased during the last few years. Businesses can expedite their regular payroll operations as well as the payment of contractors and outside vendors by using automated processes.
• Workforce planning. The management of personnel scheduling is challenging, particularly when it involves several locations and departments. Absences are filled in, and the HR and payroll teams are better able to automate administrative work thanks to the ability to coordinate time off requests and business travels across departments.
• Easier and more reliable invoicing. Although accounting departments should ideally be responsible for creating invoices, this isn’t usually the case. Automated invoicing procedures can reduce mistakes, confusion in the books, and even legal risk.
• Client experience. If your consumers encounter difficulties and delays in a cutthroat market, they are more likely than ever to leave. Process automation makes it possible to provide clients with a more individualized experience and move them swiftly and precisely through process flows.
• Regulatory and compliance tasks. Different company processes must abide by compliance and regulatory standards. Real-time monitoring and analysis of these actions are facilitated by process automation solutions since they log files and create a clear data trail. Managers can verify, for instance, that all potentially harmful systems have been properly addressed, and the essential shut-down safety measures are taken before maintenance workers are allowed access to power plants.
Essential Technology For Automating Business Processes
Any move to digital automation must start with robotic process automation and workflow automation systems.
Robotic process automation (RPA)
Physical robots like those used on an assembly line are not mentioned in relation to RPA. RPA technologies and bots are instead incorporated into business systems to automate and streamline a variety of processes and interactions. RPA is a crucial part of BPA. It speaks about computer programs and bots that are created to mimic and duplicate human behavior in order to carry out monotonous business activities. RPA software robots can read and enter data, navigate computer systems, and carry out a variety of other rule-based tasks.
Workflow automation
RPA and workflow automation are frequently used interchangeably, although that is incorrect. Workflow automation, which refers to particular tasks within a workflow as a whole, is the process of making the flow of tasks, documents, and information across work-related activities operate autonomously in accordance with stated business rules.
Several Methods And Phrases Related To Process Automation
Process automation can be simple and include only a few core tasks, or it can be a step in a larger journey toward IPA and hyperautomation. The following are some of the techniques and technologies that lead to the best process automation results:
• Hyperautomation – Hyperautomation is a strategic endeavor the organization takes on to discover, evaluate, and automate as many business and IT operations as feasible, as soon as possible. It is not a technology in and of itself. Hyperautomation relies on the fusion and coordination of numerous platforms, tools, and technologies to do this, including RPA, low-code/no-code development tools, current ERP systems, and AI/machine learning.
• Intelligent process automation (IPA) – “An emerging set of new technologies that combine fundamental process redesign with robotic process automation and machine learning,” according to McKinsey, describes IPA. It adds artificial intelligence (AI) and next-generation tools to corporate processes, which help automate and make simple repetitive, reproducible, and routine procedures. As a result, IPA is not only able to imitate human behaviors and jobs, but it can also pick them up and master them. Rules-based automation can now incorporate decision-making capabilities thanks to AI and cognitive technology, which improves human workers’ productivity, speeds up processes, lowers risks, and improves customer experiences.
• Automation with little or no coding – Application and integration solutions with drag-and-drop capabilities, visual tooling, and a ton of pre-built content are referred to as low-code/no-code (LCNC) tools. Using LCNC technologies, someone with little to no programming or coding knowledge can automate operations using their in-depth knowledge of the relevant fields. To ensure that IT teams may have overall governance and that any new automated processes or apps integrate smoothly inside the system and meet the strictest security and compliance standards, LCNC automation solutions are also equipped with robust guardrails.
• Big data – Data isn’t labeled as “Big” just because it’s large. Big Data is defined by a set of standards that take into account not just its size but also its complexity and speed. Structured data has a linear format, much like a spreadsheet. Anything can be arranged in a row or a column. Contrarily, unstructured data may include less quantitative information like customer reviews, emails, videos, or photos. On the basis of established business rules or by making use of artificial intelligence (AI) and machine learning capabilities, big data can be incorporated and used directly in business process automation. The decision-making process can then be sped up, and repetitive tasks and evaluations can be eliminated with the use of this integrated data.
• Artificial intelligence – Although semi-structured and unstructured data (in scanned photos, webpages, PDF documents, and more) often contain your most important insights and information, RPA technologies are designed to perform best with structured data. That kind of unstructured data can be processed and converted by AI technologies into a structured manner that the RPA can use.
• Natural language processing (NLP) – The most effective NLP-powered chatbots not only pick up on the factual content of human speech but also on context and tone. NLP tools in process automation can help in better guiding interactions and responding to common questions from both internal and external clients.
• Machine learning – Machine learning technologies rely on massive data volumes from big data to aid in decision-making. The ability to recognize trends and patterns as well as learn from both data and human users is brought about when machine learning (and the algorithms that drive it) is coupled with RPA, AI, and other technologies like NLP. Process automation is now even more accurate and practical as a result.
• ERP systems with intelligence – Businesses have used ERP systems to manage and coordinate their daily and financial responsibilities for many years. However, with the advancement of AI and machine learning technology, today’s ERPs are more capable than ever before of bringing insight and support to practically every aspect of the organization and its operations. Modern ERP systems already include a wide range of automation features.
Process Automation: The Steps In Your Conversion To Digital
A key component of any successful journey toward digital transformation is achieving end-to-end process automation. Industry leaders who have achieved their targets for business process automation were recently polled by McKinsey. They discovered that these wins shared three strategic elements in essentially every instance:
1. Instead of putting problems in silos as a solution to address a few isolated operations, automation must be adopted as a strategic goal across the entire organization.
2. Instead of focusing on making technology work for people, process automation should put people first.
3. Because of the current market’s extreme unpredictability, process automation success must be based on scalability.
Like all corporate transformation journeys, it doesn’t have to happen all at once. Being prepared to manage change and clearly communicating goals and milestones to your entire team is the most important first step.
Case Study: Creating Social Media Posts Automatically
Let’s look at an instance of business process optimization:
To reach potential customers on social media, your business uses social media marketing. Three times every week, your social media manager publishes new content. They take the time to personally publish the content on the chosen days of the week. They are unable to produce and publish any content when they are not feeling well. As long as their illness continues, there will be no post.
Now that the issue of inconsistent posts has been addressed, you wish to streamline the procedure. Your social media handles content generation because it takes thought to create the content. However, you adopt an automation program that enables them to schedule the posts in advance and they go live on the scheduled days rather than waiting to post it on the chosen days. In this way, you can continue publishing material independent of what happens with your social media manager.
Optimization and Automation
Over the past 50 years, IT has improved how organizations run. Businesses now default to automation rather than tasking manual labour. This strategy is effective since 90% of workers find tedious and repeated duties to be burdensome.
Automating repetitive chores frees up human workers’ focus for work that offers more value. Creativity, human intellect, and invention are necessary for this kind of work. Therefore, automation helps in improving time management.
According to McKinsey, at least one business unit has begun to be automated by two-thirds of companies. Comparing that to a few years ago, it’s a good trend. Additionally, businesses that achieve their automation goals prioritize it strategically in addition to people and technology. 57 percent of IT leaders claim that process automation reduces departmental expenditures in their companies by 10 to 50 percent.
Automation helps support efforts to optimize company processes by making optimum use of time and resources. It’s not the only effective way to cut costs and save time, though. Every action that simplifies a process by getting rid of tedious or unneeded effort results in savings.
It is advisable to assess the technological platforms that your processes might use to increase efficiency inside organizational workflows. In business process optimization, efficiency is important, but a powerful automation tool increases its worth. Tools for effective business process automation include ProProfs Project, Airtable, Kissflow, and Fasproc.
Exercise 2.5: Introduction to Process Automation
Materials:
• Presentation slides or whiteboard/chalkboard
• Marker/pen
• Handouts (optional)
Instructions:
• Begin the workshop by briefly explaining the topic: “Why can’t modern business leaders sleep at night?”
• Mention the challenges faced by modern business leaders, such as fierce competition and rapidly changing consumer expectations.
• Explain that one solution to these challenges is process automation, which can help businesses become more resilient, agile, competitive, and profitable.
• Define process automation as the use of software and technologies to automate business processes and tasks.
• Explain that process automation can help improve organizational effectiveness and efficiency by eliminating manual and repetitive tasks.
• Emphasize that process automation does not require programming knowledge and can be implemented using pre-built content and workflows.
• Discuss various areas where process automation can be applied in a business, such as recruitment, employee onboarding, payroll, workforce planning, invoicing, client experience, and regulatory compliance.
• Explain how automation can streamline these processes, reduce errors, save time, and improve overall productivity.
• Provide real-world examples or case studies to illustrate the benefits of process automation.
• Briefly introduce key technologies used in process automation, such as robotic process automation (RPA) and workflow automation.
• Explain that RPA involves using software robots to automate rule-based tasks, while workflow automation focuses on automating the flow of tasks, documents, and information according to business rules.
• Highlight the importance of technologies like artificial intelligence (AI), machine learning, natural language processing (NLP), and big data in enhancing process automation capabilities.
• Summarize the main points covered in the workshop.
• Encourage participants to ask questions or share their thoughts on process automation.
• Provide additional resources or references for further exploration, if available.
Note: The workshop exercise can be adjusted based on the available time and specific requirements of the participants.
Course Manual 6: Automation Examples
How to Put Automation Into Practice
Despite the fact that every company is unique, the following steps for automation are constant.
1. Determine which processes and tasks can be automated
Not all tasks are automatable. However, there are some quick wins where certain procedures can be easily automated using current tools. Consider organizational tasks that are repetitive, time-sensitive, involve a large number of participants, require auditing or compliance trails, have an impact on other systems and processes, are rule-based and standardized, and have the potential for a high return on investment.
Create a process map that depicts the current system by locating these tasks.
2. Set your organization’s objectives
Your modifications could not have a beneficial, long-lasting impact unless you are very certain of where you want to go. The organization must determine its objectives and how automation will help to achieve them. Additionally, it’s critical to decide how success will be judged: by fewer customer complaints, a quicker response, or higher profitability?
When your goals are clear, making decisions is much simpler since each option can be evaluated to see if it would get you closer or farther from your objectives.
3. Select the appropriate tools
To obtain the best answers, investigation is needed in this situation. Involving experts who have developed successful process automation systems could be beneficial in this. The ideal system has straightforward interfaces, excellent usability, and is simple to understand. It ought to be flexible and scalable to accommodate future organizational expansion. Additionally, it should be able to interact with other programs, integrate with existing software and equipment, and have a data management system.
4. Change management
Arguably, this is the most crucial phase of the changeover to the new automated process. To guarantee that the software is used efficiently and with good performance, it is important to gain the support of the team and train personnel in its use.
Transitioning to the new process is made easier by including the team in the planning stage, receiving input that is open to change from all parties, and providing ongoing training.
Case Study: McDonald’s
McDonald’s has embraced automation in its order-taking and food preparation processes to enhance efficiency and customer experience. Self-order kiosks allow customers to place their orders digitally, reducing wait times and enhancing order accuracy. Automated cooking systems ensure consistent and efficient food preparation, minimizing errors and improving service speed. These automation efforts have enabled McDonald’s to achieve higher customer throughput, particularly during peak hours, as the automated processes can handle a larger volume of orders efficiently. Additionally, reduced order errors contribute to customer satisfaction. However, companies implementing automation in the fast-food industry should be mindful of the potential impact on employment levels. While automation streamlines processes, it can also lead to job displacement. To mitigate this, companies should provide adequate training and support to employees transitioning to new roles or responsibilities within the organization.
5. Monitor and measure
The tools you are using and your new approach are not meant to be stagnant. The system should adapt as the needs of the business do. Keep an eye on the key performance indicators, and if performance deteriorates, review the procedure and reassess the requirements that are essential to the system’s viability.
Process Automation Challenges
The problems of automation are many, just like those of any software or process.
A Challenge To Scale
Numerous factors can be identified as contributing to this issue, including:
• Employee resistance to adoption
• Tool limitations (such as inability to handle unstructured data)
• Process variations or unforeseen complexity
• A lack of strategic direction from management
• Interface changes or automation failures
Due to these difficulties, process automation has not been widely adopted by enterprises.
Solution: If the study phase is carried out well and the new system receives outstanding employee approval, many issues can be overcome. However, because business and software are dynamic, the system must be regularly reviewed for issues and updated as necessary. To ensure that procedures don’t break down, automated software testing should be carried out. Senior IT or management should also provide regular monitoring to help keep processes in place and identify when updates or other modifications are required.
Case Study: Walmart
Walmart’s implementation of automation in inventory management and supply chain processes has yielded significant results. By utilizing advanced technologies such as RFID (Radio Frequency Identification) tags and automated tracking systems, Walmart has improved inventory accuracy, reduced stockouts (instances when products are out of stock), and optimized its supply chain efficiency. Automation enables real-time visibility into inventory levels, facilitating timely replenishment and minimizing the risk of overstocking or understocking.
However, when considering automation, companies should be mindful of the initial investment costs. Implementing sophisticated inventory management systems, infrastructure upgrades, and training programs can require substantial financial resources. Additionally, ongoing maintenance and system updates are necessary to ensure smooth operations. Walmart’s success in automation can be attributed to its scale and resources, but smaller companies should carefully evaluate the costs and benefits before embarking on similar initiatives.
Implementation Errors
Breaking down all the phases in a process is one of the most important steps in designing a process automation. There could be more than one step in the part of the process where it says to “hand file to Sarah.” Are all unnecessary papers removed from the file at that point? Does the worker manually enter the file number into the system at that point? The system won’t function if any steps are skipped.
Solution: Each minor incremental step in the process needs to be dissected during the research phase. There is no room for supposition or ambiguity; the procedure must be extremely thorough.
Case Study: Bank of America
Bank of America has automated many of its customer service processes through the use of chatbots and virtual assistants. By leveraging artificial intelligence and natural language processing, the bank provides customers with 24/7 support, handles basic transactional tasks, and answers common inquiries. This automation has resulted in several advantages for the bank and its customers. Reduced customer wait times enhance the overall customer experience, as individuals can quickly receive the assistance they need.
Automation also improves response accuracy, as chatbots can provide consistent and accurate information. This contributes to higher customer satisfaction and loyalty. However, organizations implementing automated customer service systems should ensure they strike the right balance between automation and human interaction. While automation can handle routine tasks effectively, it’s crucial to provide avenues for human assistance in complex situations or when customers require personalized support. Striking this balance ensures that customers receive the necessary support while benefiting from the efficiency and accessibility provided by automation.
Attempting To Implement Everything At Once
It is impossible to make a significant system change all at once. It necessitates the simultaneous training of all personnel, the operationalization of all software and hardware, and the potential for confusion, dissatisfaction, and pushback from staff members.
Automate one process at a time as a solution. Even a tiny portion of the process can be automated; for instance, if an organization is changing the accounts receivable procedure, automate the statements first before moving on to the debt collection. This makes it possible to make small, gradual modifications, improve training, and increase the likelihood of success. Effective automation of modest tasks increases the likelihood of success for more complicated corporate processes and dynamic solutions.
Unmanaged Goals
The objectives and KPIs that were established at the beginning of the project are frequently dropped. Checking up on those workflows and ongoing goal achievement becomes a duty that may be discarded or ignored once the system is up and running. But at this point, processes stop being automated. A worker decides to personally step in each day to finish a task after realizing a step has been missed. Or the process gets so sluggish that it takes longer than expected—say, five days—to complete what was supposed to take two.
Solution: The system needs to be monitored and managed continuously. After implementation, it’s probable that the system will need to be modified or adapted; success depends on being aware of how dynamic the industry is.
Case Study: Tesla
Tesla has heavily invested in automating its manufacturing processes, particularly in its production line for electric vehicles. By implementing advanced robotics and automation technologies, Tesla has achieved several positive outcomes. The company has reported increased production capacity, allowing them to meet growing demand. Automation has also reduced manufacturing cycle times, enabling Tesla to produce vehicles more efficiently. Moreover, the use of automation has improved product quality by minimizing human errors and ensuring consistent manufacturing standards. Additionally, automation has enhanced worker safety by automating tasks that are hazardous or physically demanding. However, companies should be aware of the potential disruption caused by technology malfunctions or breakdowns. In the event of system failures, production may come to a halt, requiring maintenance and repairs to resume operations.
Exercise 2.6: How to Put Automation into Practice
Materials:
• Whiteboard or flipchart
• Markers
Instructions:
• Begin by introducing the topic of automation and its importance in improving efficiency and productivity in organizations.
• Explain that the workshop will focus on the key steps to put automation into practice and address common challenges that may arise.
• Discuss the importance of identifying suitable processes for automation.
• Ask participants to brainstorm and share examples of tasks or processes that could be automated in their own work or industry.
• Write down the examples on the whiteboard or flipchart.
• Explain the significance of defining clear objectives and aligning automation efforts with organizational goals.
• Facilitate a brief discussion on how automation can help achieve specific objectives, such as reducing errors, improving customer satisfaction, or increasing operational efficiency.
• Discuss the importance of choosing the right tools for automation.
• Ask participants to share their experiences or knowledge about automation tools they are familiar with.
• Facilitate a brief discussion on factors to consider when selecting automation tools, such as ease of use, scalability, integration capabilities, and data management.
• Emphasize the importance of managing change effectively during the automation process.
• Discuss strategies for gaining team support and ensuring proper training for successful adoption.
• Encourage participants to share their thoughts or experiences on change management in their organizations.
• Explain the need for ongoing monitoring and measurement of automated processes.
• Discuss the importance of key performance indicators (KPIs) and continuous improvement.
• Ask participants to share examples of KPIs that could be used to track the success of automation initiatives.
• Discuss each of the common challenges mentioned in the text (scaling, implementation errors, attempting to implement everything at once, unmanaged goals).
• For each challenge, briefly present the suggested solutions or case studies provided.
• Encourage participants to share their own experiences or insights related to these challenges.
• Summarize the key points discussed during the workshop.
• Open the floor for questions and address any concerns or additional topics related to automation.
Course Manual 7: Outsourcing
The Manual For Contracting Out Your Business Processes
Has the COVID-19 pandemic and lockdown put your company under a lot of stress?
Without a doubt, the epidemic has had a negative impact on the world economy, and companies like yours may have faced intense pressure to change course or perish.
Prior to now, businesses rarely used outsourcing to improve their efficiency. However, outsourcing is increasingly a necessity for accessing industry knowledge and cutting expenses.
Business process outsourcing has now developed into a contemporary necessity that is becoming more and more commonplace. Businesses can now choose to outsource their processes, decreasing the number of internal employees, or achieve efficiency by depending on a pool of experienced agents, which allows them to breathe a sigh of relief.
What Is Outsourcing of Business Processes?
What precisely is business process outsourcing and how does it benefit you if every successful CEO is doing it? Why is it gaining popularity so quickly?
Business process outsourcing (BPO), in its most basic definition, is the practice of contracting out a particular work process to an outside service provider. The services that can be contracted out range widely. They consist of customer service, payroll, accounting, telemarketing, data collection, social media marketing, and more. The market share of the forward-thinking and expanding business process outsourcing sector is anticipated to double over the next 10 years.
Typically, your company must first identify a process that is essential to its operations but may not be its primary value proposition in order for BPO to be adopted smoothly. However, to achieve this requires a solid grasp of organizational processes and business process management.
Different BPOs
There are different types of services that can be outsourced since business process outsourcing is the practice of hiring certain services or work processes from an outside, third-party provider. Numerous subcategories detailing the place and purpose of the service offered fall under the umbrella term BPO.
Among these subcategories are:
Back-office BPO
In a large part, back-office business process outsourcing involves hiring services that are not customer-facing. IT, accounting, human resources, quality assurance, and other services are among them. BPO has several types, including IT-enabled services (ITES) BPO, which outsources IT analysts, legal process outsourcing (LPO), which outsources paralegals or consultants, and knowledge process outsourcing (KPO), which outsources a person who is knowledgeable about and in charge of a particular program. Businesses can concentrate on their primary goal and save time-consuming and expensive internal training and onboarding by outsourcing these operations.
Front-office BPO
This involves outsourcing consumer-facing services like tech support, customer service, sales, and marketing. This is the exact opposite of back-office BPO. These departments typically outsource work because of the technical expertise necessary in these fields and the fact that it can be done elsewhere. Businesses that outsource have access to specialized personnel and specialized expertise while reducing prices.
Offshore BPO
When it comes to business process outsourcing, offshoring simply refers to the outsourcing of services abroad. Companies frequently outsource their customer support divisions by signing contracts with call center providers around the globe. As a result, companies can acquire skilled labor and services for less money, lowering overhead expenses and possibly lowering the cost of goods or services to consumers.
Nearshore BPO
By using suppliers in nearby countries, nearshore business process outsourcing refers to hiring their services. This kind of outsourcing typically takes place when these nearby countries provide specialized expertise at a reduced cost. But some things must be considered, such as language proficiency or different time zones. Silicon Valley serves as a prime illustration of nearshore BPO. It contracts with Canadian experts to provide IT and coding services.
Domestic/Onshore BPO
Domestic outsourcing is the practice of procuring services from within a country’s borders. This implies that services offered to companies can be farmed out to a vendor in a different city, state, or province. Numerous reasons, like the availability of specialist talents in specific areas or regional variations in prices and costs, may be the cause of this.
The Control of Outsourced Vendors
Although hiring and managing outsourced vendors can be done internally, using a managed service provider (MSP) as part of your workforce management strategies helps speed up the procedure. These suppliers are impartial third parties who offer knowledgeable consultancy services to streamline and manage the supply chain for temporary workers from requisition to payment.
What Distinctions Exist Between Business Process Automation and Business Process Outsourcing?
Knowing the distinction between these two terminologies is important because they might occasionally be used interchangeably.
Robotic process automation, in particular, is a type of artificial intelligence technology that transforms repetitive tasks into hands-free operations. This transition uses software robots exclusively to carry out jobs and projects that are remarkably similar to what a human would do. Businesses save time and money since it is done more swiftly and effectively.
On the other hand, firms can increase efficiency and cut expenses by shifting lower-level tasks to a region with cheaper pay through the technique of business process outsourcing. This method allows for the outsourcing of a wide range of jobs, including computer programming, customer support, and manufacturing.
Businesses use outsourcing and automation to make their operations more organized, as otherwise they would have to hire internal staff to accomplish the jobs without these services. Saving time and resources would allow companies to address their most crucial and customer-facing or revenue-generating operations.
Challenges Experienced In Business Process Automation (BPA)
BPA has its own share of difficulties, including:
Long-Term Monitoring
Intriguingly, this is the dilemma with BPA. Longer-term follow-up is required to deal with unforeseen problems and to apply measures that assist you to assess ROI. A follow-up discrepancy could result in an automated workflow that is slower than BPO.
Difficult Usage
BPA could have an abnormally high learning curve that discourages user friendliness. You might not be able to assess workflow automation because of this. Additionally, this results in an excessive use of time, which could interfere with other issues that might require your attention.
Failure To Track Development
When dealing with BPA, you must have a very clear aim, which necessitates that you continually compare your objectives to what you hope to accomplish. This might take a while and be discouraging to you in and of itself.
BPO has come to streamline processes and alter the course and environment of how managing a successful modern-age organization might be, and your company has an opportunity to participate in this paradigm-shifting system.
Why Businesses Outsource Processes and the Benefits of BPO
Business outsourcing comes to the rescue when the idea of scaling up and narrowing the emphasis on your organization’s objectives crosses your mind. The advantages of outsourcing your procedures are as follows:
Reduces Time
Nothing beats setting aside time to concentrate on other important issues. One of the greatest advantages of business process outsourcing is just this. It can make it possible for your company to add more hours to the day right away. When you outsource monotonous jobs, you can use the time normally devoted to them for other purposes. This enables your staff members in company operations, marketing, sales, or HR to complete projects faster or to take on new responsibilities.
Reduces Costs
Outsourcing business processes might result in significant financial savings for your firm. This may be especially true when it comes to labor costs, hiring, training, and onboarding procedures. Additionally, your existing staff might be overworked and unable to provide their all. Any business that needs to make good personnel decisions might benefit greatly from business process outsourcing.
Case Study: Accenture
Accenture is a global professional services company that provides a range of outsourcing services to its clients. One example is Accenture’s delivery of accounting and financial processes for various organizations. By outsourcing these non-core functions, companies can reduce costs, improve accuracy, and gain access to specialized financial expertise.
Enables Flexibility
The search for new employees arises frequently when a firm is scaling up in an effort to increase sales, business development, and customer service. BPO, however, can do away with this. When outsourcing is done skillfully, time and money are saved, which can improve the business’s overall growth potential and flexibility. This makes it much easier for your business to ramp up or slow down operations as needed.
Case Study: Procter & Gamble
Procter & Gamble, a consumer goods company, outsources its manufacturing processes to contract manufacturers. By leveraging the expertise and resources of these manufacturers, Procter & Gamble can focus on its core competencies such as product development and marketing. This outsourcing strategy allows the company to improve efficiency and flexibility in its supply chain.
Provides A Time Advantage
Time zone issues are a frequent problem for businesses around the world, and they can prevent them from entering new markets. Since contracted workers often reside in nations outside of the headquarters, business process outsourcing can typically give you more coverage of international working hours when trying to target a new market.
Compete Against Bigger Businesses
Small and medium-sized enterprises may benefit most from BPO in the area of competition. It might provide you an advantage over rivals. For instance, BPO can enable you to run and operate as if you were a huge player without the burden of staff costs if the industry is crowded with big competitors. This is accomplished through resource savings, improved employee utilization, time zone advantage, and flexibility. With these benefits, you have a far better chance of competing with larger organizations.
Enables Scalability
Businesses can access the most recent infrastructure and technology thanks to BPO solutions. Without having to stress about how to complete tasks, you may go about your workday knowing that you will succeed and advance. Therefore, you can be confident that BPO will lead to success regardless of whether your company needs an upgrade in administration, finance, or other areas. This is the fundamental idea behind businesses that are scaling up.
Encourages The Assignment Of Projects As Work Tasks
With BPO, short-term projects are simpler to manage. Hiring full-time employees can be time-consuming and expensive. In contrast, all you have to do when outsourcing is provide a timeline and a workflow. This will allow you and your team to focus on other urgent work-related challenges.
Why Business Process Outsourcing Is Important for Your Company
You already know that the rules of modern business have changed and that you must put your best foot forward. For this reason, you must ensure that your company follows the most up-to-date procedures.
Here are some indicators that outsourcing business processes is something your company should think about.
When You Are Overpaying for Labor Costs
The first reason you should think about outsourcing non-core tasks is to save money on wages. For instance, hiring a customer care representative in the US may set you back more than $40,000 a year. You may consider outsourcing this type of operations because of this expense. By outsourcing, you can achieve a full customer service team’s results without the associated administrative costs.
Case Study: IBM
IBM is a multinational technology company that has successfully outsourced various business processes. For example, IBM outsources its customer support operations to call centers located in countries like India and the Philippines. By doing so, IBM benefits from cost savings and gains access to a large pool of skilled professionals.
When You Have to Pay a Lot for Infrastructure
It costs money to set up the infrastructure that your business needs. Even only the hardware and software are quite expensive. This implies that you would need to continually upgrade as trends emerge, which would need more money. It’s interesting to note that by outsourcing, you can avoid purchasing the pricey equipment outright and only pay for the services you use.
When Productivity Is Sluggish
By outsourcing your company procedures, you can help improve things if your team isn’t performing up to par. The whole point is to keep things simple so that each team member may concentrate on what makes them most effective. You may be confident that by increasing team efficiency, you will be able to take your company to its pinnacle.
When You Are Lacking Insight
How do you gauge the success of your business? This is a problem that every business has. Simply gathering data won’t cut it if you want to improve any part of your company. In order to interpret the data, you also need methods. Therefore, outsourcing your processes to a service provider that focuses on a specific industry would provide you with more knowledgeable insights and accurate data, allowing you to develop and expand your firm.
When Your Process Is Distracting
Because time is money, you should make sure that you and your staff are managing the fundamental operations of your business rather than wasting time putting out fires. Businesses can outsource a variety of tasks that are not their main competencies. Consequently, you can free up business time that would have been used for non-core tasks.
You shouldn’t pass up the benefits that come with outsourcing your processes. You and your team can improve your chances of growing your company and attracting the right customers.
Exercise 2.7: Streamlining Your Business: A Workshop on Outsourcing Your Processes
Introduction:
1. Begin by acknowledging the challenges faced by businesses due to the COVID-19 pandemic and the importance of finding efficient solutions.
2. Explain the concept of business process outsourcing (BPO) and its increasing popularity in today’s business landscape.
3. Highlight the benefits of outsourcing, such as accessing industry knowledge, reducing costs, and increasing efficiency.
Workshop Exercise:
1. Divide participants into small groups.
2. Provide each group with a list of common business processes (e.g., customer service, payroll, accounting, data collection).
3. Instruct the groups to discuss and identify which processes are suitable for outsourcing based on their organization’s needs and primary value proposition.
4. Encourage them to consider factors like non-core functions, resource requirements, and potential cost savings.
1. Briefly explain the different types of BPO: back-office, front-office, offshore, nearshore, and domestic/onshore.
2. Distribute cards or handouts to each group, with one type of BPO written on each card.
3. Ask the groups to discuss and analyze the advantages and potential challenges associated with the BPO type mentioned on their card.
4. After a few minutes, have each group share their findings with the rest of the participants.
1. Highlight the challenges of business process automation (BPA) and its distinction from BPO.
2. Discuss common challenges in BPA, such as long-term monitoring, difficult usage, and failure to track progress.
3. Invite participants to share their experiences or insights regarding these challenges, if applicable.
4. Facilitate a brief discussion on strategies to overcome these challenges or mitigate their impact.
1. Recap the benefits of outsourcing discussed earlier, such as time and cost savings, flexibility, scalability, and access to specialized expertise.
2. Share a couple of real-world case studies showcasing successful BPO implementations, such as Accenture and Procter & Gamble.
3. Encourage participants to reflect on their own organization’s context and identify scenarios where BPO could be valuable.
1. Summarize the key points discussed during the workshop.
2. Highlight the potential impact of outsourcing on improving efficiency, reducing costs, and enabling focus on core competencies.
3. Provide additional resources or references for participants to explore further.
4. Open the floor for any questions or clarifications.
Course Manual 8: Outsourcing Examples
Five Pointers for Successful Business Process Outsourcing
Companies are seeking ways to improve the efficiency of their business processes in light of the rapidly evolving technologies. Outsourcing is one tactic that can help you save time and money.
Outsourcing is giving your company’s operations to outside parties who have more resources and knowledge. Accounting, back-office work, marketing, and customer service are a few of the business operations that companies outsource the most.
If you are considering outsourcing your business activities, you must be sure that the outsourcing partner you choose will satisfy your needs. These are some of the benefits of outsourcing and here is how to make sure that your business process outsourcing is successful.
Benefits Of Outsourcing Business Operations
A corporation can gain from outsourcing parts of its business processes in a number of ways. Cost savings and increased speed and efficiency of business processes, particularly those that may be too challenging or time-consuming for your team to manage, are two of the key benefits of outsourcing your business operations.
Because they have more knowledge, third-party service providers will manage your operations using streamlined procedures and specialist equipment. They can then complete things more quickly and effectively than your staff could. This will provide your company a competitive advantage over rivals.
Additionally, outsourcing gives your business additional operational and financial freedom. While procuring non-essential work from outsourcing partners, the company has more time to concentrate on its key competencies. Also, it is a terrific approach to increase your global presence and attract clients from outside.
Here are five recommendations for successfully outsourcing business operations.
Include The Management Team
Consider involving the management team or the board in your company to ensure the success of your outsourcing arrangement. Management must communicate the advantages of outsourcing to their workforce and involve them in decision-making.
Using outsourcing can cut expenses. It can also assist in achieving the company’s stated vision and objectives. You can successfully work with your partners if you educate the executives in your firm about the advantages of outsourcing.
Tell them how outsourcing can result in higher productivity at a lower price, and how it may work well for achieving the company’s objectives. The executive team will be more inclined to support the decision to outsource once they are aware of its advantages.
By including everyone, accurate documentation will be ensured, leading to higher levels of accountability and responsibility. In the event that there are any legal disputes relating to the outsourcing process, proper documentation is also crucial.
Case Study: GE
One example of a company that involved its executive team in outsourcing is General Electric (GE). GE is a multinational conglomerate that operates in various industries, including power, aviation, healthcare, and renewable energy.
In the early 2000s, under the leadership of CEO Jack Welch, GE embarked on a significant outsourcing initiative. Welch believed that outsourcing non-core functions would enable the company to focus on its core competencies and drive efficiency.
To ensure the success of the outsourcing strategy, GE’s executive team actively participated in the decision-making process. They recognized the benefits of outsourcing and were involved in evaluating potential outsourcing partners, defining goals, and establishing performance metrics.
By involving the executive team, GE was able to align its outsourcing strategy with the company’s overall vision and goals. The executive team also played a key role in communicating the benefits of outsourcing to the rest of the organization, promoting understanding and support among employees.
GE’s outsourcing efforts encompassed various functions, including IT, finance, human resources, and manufacturing. The company formed strategic partnerships with external service providers, leveraging their expertise and resources to enhance operational efficiency and cost-effectiveness.
Through the involvement of the executive team, GE successfully implemented outsourcing initiatives that contributed to improved productivity, cost reduction, and increased focus on core business areas. This example demonstrates the importance of executive involvement in outsourcing decisions to ensure effective implementation and alignment with the company’s strategic objectives.
Set Your Objectives In Advance
It’s important to establish your goals before you outsource or hire another company. Plan both your long-term and financial objectives so you can decide how to outsource.
Your ability to match your goals with your outsourcing plan will improve once you have specified your objectives. This will assist you in selecting the outsourcing partners who best meet your company’s needs.
Never Compromise On Quality
Your business will benefit from outsourcing. However, you shouldn’t accept anything less than the level of quality you require. Always explain your desired quality before the contract is signed.
Additionally, spend some time investigating different choices and performing a comparison analysis before deciding on a service provider to contract with. Choose a service provider who has experience performing the jobs you want to outsource.
While working with and promoting a new business is a great idea, you shouldn’t be that business’s first customer to gauge its performance. Consider their experience, track record, credentials, reputation, and performance before making a final choice.
When outsourcing difficult jobs that require a seasoned service provider, this is especially critical. Always check out numerous potential businesses’ backgrounds before choosing one based on your needs. Make sure they have finished prior commercial tasks to the satisfaction of their clients.
Consider The Expense
Cost savings are a significant benefit of outsourcing. A company owner or director may choose to outsource tasks primarily to save costs. But in practice, it is uncommon for actual savings to equal predicted savings.
You should try to save a significant chunk of the amount you had anticipated to save after subcontracting over the first several months. There will always be delays and changes, among other things, some of which you hadn’t anticipated, but over the long term, you should be able to clearly see the benefits in terms of time and money saved.
Case Study: Dell Inc.
One example of a company that considered costs before outsourcing is Dell Inc. Dell is a multinational computer technology company that specializes in the development, sale, and support of computers and related products.
In the early 2000s, Dell faced intense competition in the computer industry and sought ways to improve its cost efficiency without compromising quality. As part of its cost-saving measures, Dell evaluated the option of outsourcing its manufacturing operations.
Before making the decision to outsource, Dell conducted a thorough cost analysis to assess the potential savings. The company compared the costs associated with in-house manufacturing versus outsourcing to third-party contract manufacturers, primarily located in countries with lower labor and operational costs, such as China and Mexico.
By considering costs before outsourcing, Dell was able to make an informed decision based on financial projections and estimates. The analysis took into account factors such as labor costs, overhead expenses, transportation costs, and economies of scale that could be achieved through outsourcing.
Ultimately, Dell determined that outsourcing its manufacturing operations would lead to significant cost savings while maintaining product quality. By leveraging the manufacturing capabilities and cost advantages of contract manufacturers, Dell was able to streamline its supply chain, reduce operational expenses, and pass on some of the savings to customers.
Nearshoring Over Offshoring
Offshoring is the relocation of operations to any other country, whether it be close by or far away. Nearshoring is the outsourcing of corporate operations to a nearby country. Nearshoring offers several additional advantages that facilitate communication, including time zone compatibility, quick flight times, cultural fit, fewer language barriers, and frequently even the same official currency. For instance, El Salvador’s official currency is the U.S. dollar, and it is only a two-hour flight from major U.S. cities. That makes conducting business simpler.
Case Study: Shopify Inc.
An example of a company that used nearshoring to outsource is Shopify Inc. Shopify is a Canadian e-commerce platform that enables businesses to set up and manage online stores.
In order to expand its global operations and improve customer service, Shopify opted for nearshoring as a strategic outsourcing approach. Instead of offshoring its customer support and technical assistance functions to distant locations, Shopify chose to establish customer support centers in nearby countries.
For instance, Shopify set up customer support centers in countries such as Ireland and Lithuania, which are geographically closer to its main operations in Canada. By choosing nearshoring, Shopify aimed to benefit from advantages such as time zone compatibility, cultural similarities, and easier communication.
Nearshoring enabled Shopify to provide round-the-clock support to its global customer base without significant time differences or language barriers. It also facilitated faster response times and enhanced customer satisfaction due to the proximity of support teams.
By selecting nearshore locations, Shopify capitalized on the advantages of outsourcing while maintaining a closer connection to the outsourced operations. This approach allowed the company to strike a balance between cost savings and maintaining quality customer service, as well as leveraging the benefits of cultural and geographical proximity.
The nearshoring strategy adopted by Shopify exemplifies how companies can effectively outsource their operations to nearby countries to optimize communication, minimize logistical challenges, and ensure a seamless integration between in-house and outsourced teams.
Conclusion
If used properly, outsourcing can yield great benefits. Businesses need to keep a number of things in mind in order to successfully outsource business processes. To guarantee that you choose the best service provider for your outsourcing needs, make sure to conduct in-depth planning and research.
You want to outsource your operations to the best service provider whether you are doing so to increase revenue or reduce costs. You can be confident that all of your company procedures will be handled efficiently with the correct outsourcing partner.
Exercise 2.8: Five Pointers for Successful Business Process Outsourcing
Exercise:
• Discuss the key benefits of outsourcing, such as cost savings, increased efficiency, access to specialized expertise, improved focus on core competencies, operational and financial flexibility, and global expansion opportunities.
• Emphasize how outsourcing can provide a competitive advantage and contribute to the success of businesses.
• Explain the importance of involving the management team or the board in the decision to outsource.
• Discuss how the management team should communicate the advantages of outsourcing to the workforce and involve them in the decision-making process.
• Highlight the benefits of accurate documentation and legal compliance through the involvement of management.
• Provide a brief case study on General Electric (GE) and how they involved their executive team in outsourcing decisions.
• Highlight the role of the executive team in evaluating potential outsourcing partners, defining goals, establishing performance metrics, and communicating the benefits of outsourcing to the organization.
• Emphasize the importance of setting clear objectives before outsourcing or hiring another company.
• Discuss the significance of aligning outsourcing goals with the company’s long-term vision and financial objectives.
• Explain how setting objectives helps in selecting the most suitable outsourcing partners.
• Stress the importance of not compromising on quality when outsourcing.
• Explain the need for clearly communicating the desired level of quality before signing any contracts.
• Discuss the significance of conducting a thorough evaluation of potential service providers, considering their experience, track record, credentials, reputation, and performance.
• Provide a brief case study on Dell and how they considered costs before outsourcing.
• Explain how Dell conducted a cost analysis to assess potential savings and compared in-house manufacturing with outsourcing to third-party manufacturers.
• Highlight how Dell achieved significant cost savings while maintaining product quality through outsourcing.
• Explain the concept of nearshoring as a favorable outsourcing approach over offshoring.
• Discuss the advantages of nearshoring, such as time zone compatibility, quick flight times, cultural fit, fewer language barriers, and shared currency.
• Provide an example, such as Shopify, that successfully utilized nearshoring to optimize communication and customer service.
Course Manual 9: Elimination
One of the most important conditions for creating a prosperous business is eliminating unproductive tasks. This idea helps to boost profitability and is a crucial component of lean management and thinking.
The Toyota Production System is where the concept of waste elimination first appeared. One of the pioneers of lean manufacturing, Taiichi Ohno, devoted his professional life to creating a reliable and effective work flow.
Ohno identified three significant impediments to a company’s work processes along the way: Muda (wasteful operations), Muri (overburden), and Mura (unevenness).
He identified the seven different categories of waste—known as the seven Mudas—based on his research and observations, and this method has since gained popularity for resource optimization and cost-cutting.
What Is Lean Waste (Muda)?
Any operation that uses resources but offers nothing to the end user is considered waste in lean manufacturing.
In truth, only a small fraction of the overall job process actually adds value for the clients. Due to this, organizations should concentrate on minimizing wasteful practices. Companies can find huge chances to raise their performance levels by doing this.
However, not all unnecessary processes can be completely eliminated. A few of these are essential.
For instance, your consumers are not interested in paying for software testing. But without it, you risk producing a subpar item that will negatively affect your business. Consequently, there are two main categories of waste:
Waste that isn’t necessary yet is nonetheless required to complete tasks well. These tasks may include planning, reporting, and testing.
Pure waste, not required or value-adding. Anything that adds no value and can be eliminated right away should be. Any kind of waiting is pure waste, sometimes known as “waiting waste”.
Let’s examine each of the seven wastes in more detail after defining waste in terms of lean.
The Seven Lean Wastes
For your business to succeed, operations must be optimized to reduce waste. Wasteful practices can affect a company’s profitability, consumer expenses, quality, and even staff pleasure. You must therefore recognize the non-value-adding tasks and make an effort to either improve the process where they occur or eliminate them altogether.
The seven wastes of Lean, often known as Muda activities, are one of the primary categories mentioned in the Lean theory.
1. Transportation
This kind of waste occurs when resources (materials) are moved without adding value to the final product. Inefficient material movement might cost your company money and compromise product quality. You may frequently be required to pay extra for time, space, and equipment when using transportation.
2. Inventory
Holding “just in case” inventories by a business frequently results in excessive inventory. In these circumstances, businesses overstock themselves to prepare for unforeseen demand, guard against production delays, poor quality, or other issues. However, these overstocks frequently fail to satisfy client needs and offer no value. They merely raise the price of storage and depreciation.
3. Motion
This type of waste comprises labor-intensive and pointless motions of personnel or equipment. They may result in accidents, longer production times, and other problems. Do whatever is required to set up a process so that employees are required to perform their duties with the least amount of effort.
4. Waiting
Probably the simplest waste to identify is this. The term “waiting waste” refers to any time that items or tasks are not progressing. Because lost time is the most evident item you can notice, it is simple to identify. For instance, items that need to be delivered, machinery that has to be maintained, or a document that needs executive approval.
5. Overproduction
It is simple to understand why overproduction is Muda when you consider that waste is anything that the client refuses to pay for. Producing more entails exceeding client demand, which results in further expenses. In actuality, the other 6 wastes are brought about by overproduction. The cause is that too many goods or tasks necessitate too much movement, extra transportation, waiting times, etc. Additionally, if a fault does occasionally occur as a result of overproduction, your team will have to rework additional units.
6. Over-processing
This kind of waste typically results from performing work that either adds no value at all or adds more value than is necessary. These can include providing extra features to a product that no one will use but which raises your company’s expenses. For instance, it’s likely that no one will use or value a TV screen placed in the back trunk of a car if the manufacturer makes that decision. Furthermore, it will use up resources and raise the final cost of the product for an expense that buyers are not willing to make.
7. Defects
Defects may result in rework or, worse still, trash. Defective work typically needs to be redone, which takes important time. A second reworking area may be required in some circumstances, which necessitates using more workers and equipment.
As you can see, the seven different types of waste are harmful to your company. You could, however, consider them as a chance to enhance working procedures and, most significantly, to maximize resources. The seven types of waste may each have different characteristics depending on the business.
Case Study: Starbucks
Starbucks, the global coffeehouse chain, has embraced Lean principles to improve its operational efficiency and customer experience. The company has implemented various waste reduction strategies, including:
• Waiting: Starbucks introduced mobile ordering and payment systems, reducing wait times for customers by allowing them to place orders in advance and skip the line.
• Overproduction: The company leverages data analytics and demand forecasting to ensure optimal production levels, avoiding overproduction of perishable food and beverages.
• Defects: Starbucks implemented rigorous quality control measures to minimize drink and food preparation errors, reducing the need for rework and enhancing customer satisfaction.
By addressing these wastes, Starbucks has streamlined its processes and improved overall operational efficiency, contributing to a positive customer experience.
The Seven Waste Types in Various Environments
Identifying inefficient practices should be a top-down initiative for the business. High-level management typically has a comprehensive understanding of all processes. According to this line of reasoning, we may claim that they oversee a variety of tasks, projects, and functional areas, and that it is their responsibility to enhance operations and promote a continuous improvement culture.
However, wasteful practices might differ from one business to another. You’ll see in the examples below how certain waste types can vary depending on the functional area.
7 Wastes of Lean Manufacturing
• Transportation – in the industrial process, this can refer to the movement of materials and parts from one location to another
• Inventory – refers to unsold goods and parts, or overstocking with equipment that might come in handy in the future
• Motion; Waiting; Overproduction – too many items manufactured “just in case”
• Over-processing; Motion – unnecessary motion of personnel or machinery
• Defects – broken items or defective parts that need to be reworked
Case Study: Amazon
Amazon, the multinational e-commerce giant, has taken significant steps to tackle wastes and optimize its operations. Some examples include:
• Transportation: Amazon has invested in an extensive logistics network, including warehouses and distribution centers strategically located to minimize transportation time and costs.
• Over-processing: The company emphasizes automation and advanced technology in its fulfillment centers, optimizing order processing and reducing unnecessary manual tasks.
• Waiting: Amazon introduced Prime’s two-day delivery service, significantly reducing waiting times for customers and meeting their expectations for faster order fulfillment.
Through continuous innovation, data-driven decision-making, and a customer-centric approach, Amazon has successfully addressed various wastes to create a highly efficient and responsive supply chain.
7 Wastes in Software Development
• Transportation – frequently switching between projects, and constant interruptions from coworkers are two wastes in software development
• Inventory – includes undelivered code or features
• Motion – includes pointless meetings or extra work to find information
• Waiting – includes waiting for testing to finish, code review, etc.
• Overproduction – includes producing features that no one will use
• Over-processing – includes using pointless complicated algorithms to solve simple problems
• Defects – bugs
7 Wastes in Marketing
• Transportation – interruptions, task switching, and an excessively long marketing funnel
• Inventory – planned marketing initiatives that never go live; licensed equipment that is seldom used
• Motion – attending gatherings with unclear agendas; putting more effort into locating information
• Waiting – for higher management permission; unnecessary meetings
• Overproduction – the practice of engaging in a variety of marketing activities without having a clear vision and plan
• Over-processing – the process of manually creating a large number of marketing reports when automated reporting is possible
• Defects – the result of incorrect brand communication and incorrectly branded items
7 Wastes in Project Management
• Transportation – job switching, interruptions, and excessive passing of information between team members
• Inventory – office goods that are overstocked and internet tools that teams rarely use
• Motion – includes poorly organized workspaces, an absence of organizational pathways, an excessive number of meetings, additional effort required to locate information, etc.
• Waiting – involves waiting for higher management’s approval
• Overproduction – involves filling out an excessive number of documents
• Over-processing – involves obtaining multiple levels of approval for minor tasks
• Defects – involves incorrect data collection
The seven wastes of lean are an endless list, and they will vary from company to company. Some hypotheses go so far as to add additional Muda varieties to the original seven. The crucial step is to start investigating all of your business’s procedures and look for as many wasteful activities as you can. After that, take all necessary steps to get rid of anything that can increase resource costs, lengthen cycle times, compromise quality, or affect profitability.
Exercise 2.9: Identifying and Eliminating Waste in Business Processes
Materials Needed:
• Whiteboard or flipchart
• Markers
• Sticky notes
• Timer
Instructions:
1. Introduction (2 minutes)
• Briefly explain the importance of eliminating unproductive tasks and the concept of waste elimination in lean management.
• Provide a brief overview of the seven types of waste (Muda) commonly identified in lean manufacturing.
2. Group Discussion (3 minutes)
• Divide participants into small groups of 5 people.
• Instruct each group to discuss and share examples of wasteful activities they have observed in their work environments.
• Encourage participants to think about different departments or functional areas and various types of waste they might encounter.
3. Identifying Wastes (3 minutes)
• Ask each group to write down examples of wasteful activities on sticky notes.
• As a facilitator, collect the sticky notes and categorize them under the corresponding waste types on the whiteboard or flipchart.
• Discuss each waste type and ask participants to explain the examples they provided.
4. Solutions Brainstorm (3 minutes)
• After discussing each waste type, ask participants to brainstorm potential solutions for eliminating or reducing the identified wasteful activities.
• Encourage creativity and out-of-the-box thinking.
5. Sharing and Wrap-up (4 minutes)
• Ask each group to share one or two solutions they came up with for each waste type.
• Facilitate a group discussion on the effectiveness and feasibility of the proposed solutions.
• Summarize the key points discussed and emphasize the importance of waste elimination for improving efficiency, reducing costs, and enhancing overall business performance.
Course Manual 10: Kept As-Is
In today’s dynamic business environment, organizations constantly strive for process improvement to enhance efficiency, productivity, and customer satisfaction. However, it is essential to recognize that not all processes require modification. In some cases, maintaining the status quo can be the wisest decision to avoid severe downstream impacts and negative consequences on staff, systems, customers, and other aspects. This article explores the significance of keeping processes as-is when the potential risks outweigh the benefits of modification.
1. Downstream Impacts
One crucial factor to consider when deciding whether to modify a process is the potential downstream impacts. Processes within an organization are interconnected, and any change to one process can have ripple effects on others. These impacts can manifest as bottlenecks, delays, miscommunication, or breakdowns in collaboration. By conducting thorough process mapping and analysis, organizations can identify interdependencies, handoffs, and connecting points between departments or teams. Understanding these connections allows decision-makers to assess the potential consequences of altering a process. If the risks of disruption outweigh the benefits of modification, it is prudent to maintain the process as-is.
Case Study
In the manufacturing industry, a company decided to modify their production process by implementing a new automated assembly line. While the new technology promised increased efficiency, the modification required changes to the supply chain and the retraining of the workforce. However, due to the complexity of the modification, the production line experienced frequent breakdowns, resulting in delays and disruptions throughout the entire production process. The downstream impact was felt in inventory management, shipping schedules, and customer satisfaction. Eventually, the company had to revert to the previous manual process to restore stability and avoid further negative consequences.
2. Negative Impact on Staff
The impact on employees is a critical consideration when contemplating process modifications. Employees are invaluable assets, and their engagement, productivity, and job satisfaction directly influence overall organizational performance. Making changes that create unnecessary complexity, increase workloads, or introduce ambiguity without proper training can lead to frustration, burnout, and decreased morale among employees. To mitigate these negative consequences, organizations should involve employees in the decision-making process. By seeking their input, addressing concerns, and providing training and support, organizations can minimize disruptions and ensure employee buy-in when implementing process modifications.
Case Study
A large financial institution aimed to streamline its loan approval process by implementing a new software system. The modification intended to reduce manual paperwork and improve efficiency. However, the employees, who were accustomed to the existing process, struggled to adapt to the new system. The lack of proper training and support led to errors, increased workload, and frustration among the staff. As a result, productivity declined, employee morale suffered, and customer service quality deteriorated. Recognizing the negative impact on staff, the organization decided to temporarily revert to the previous process and provide comprehensive training before attempting another modification.
3. Negative Impact on Systems and Technology
Processes today often rely on various systems, software, and technological infrastructure. When considering process modifications, it is crucial to assess the impact on these systems and technologies. Inadequate planning or oversight can result in system failures, data integrity issues, and security vulnerabilities. Collaboration between decision-makers and IT experts is essential to evaluate the technical feasibility of process modifications. This assessment should encompass compatibility, integration challenges, and any necessary updates or upgrades. Organizations must carefully weigh the costs and risks associated with modifying or replacing systems against the anticipated benefits of process changes.
Case Study
An e-commerce company decided to upgrade its online platform to enhance the user experience and increase sales. The modification involved migrating to a new system with advanced features and integrations. However, the transition was not adequately planned, and compatibility issues arose between the existing infrastructure and the new system. This led to frequent website crashes, data synchronization problems, and security vulnerabilities. As a consequence, customer trust was eroded, sales declined, and the organization had to invest significant resources in resolving the issues. In hindsight, a more thorough assessment of the system’s compatibility and rigorous testing could have prevented these negative impacts.
4. Negative Impact on Customers
Customer satisfaction and loyalty are paramount to sustained business success. Changes to processes that directly impact customers, such as alterations to product delivery, service quality, or response times, can have significant consequences. Organizations must consider the potential impact on customer experience and evaluate whether the benefits of modifying a process outweigh the risk of customer dissatisfaction. Collecting customer feedback, analyzing customer support interactions, and monitoring customer sentiment provide valuable insights into areas where process modifications could have adverse effects. Prioritizing consistent and high-quality customer experiences is key, and organizations must carefully assess the potential impact on customer satisfaction before implementing process changes.
Case Study
A telecommunications company sought to improve customer service by implementing a new call center system. However, the new system, designed to enhance call routing and efficiency, resulted in increased wait times, dropped calls, and frustrated customers. The modification disrupted the customer service experience, leading to a decline in customer satisfaction and an influx of customer complaints. Recognizing the negative impact on customers, the company had to revert to the previous system temporarily and invest in additional training and system enhancements before attempting another modification.
5. Regulatory and Compliance Requirements
In highly regulated industries, processes must adhere to specific rules and regulations to ensure legal and ethical practices. Modifying processes without considering compliance requirements can lead to severe penalties, legal disputes, reputational damage, and loss of business licenses. Organizations operating in such industries should involve legal and compliance experts in the evaluation of process modifications. These experts can provide guidance on the potential risks and implications of proposed changes. Ensuring continued compliance should be a top priority when deciding whether to keep a process as-is or make modifications.
Case Study
A pharmaceutical company decided to modify its manufacturing process to improve cost efficiency. However, in doing so, they inadvertently compromised the compliance requirements set by regulatory authorities. This oversight led to significant penalties, product recalls, and damage to the company’s reputation. Recognizing the severity of the situation, the company had to halt the modification and invest in rectifying the compliance issues before resuming the improvement efforts. This example highlights the importance of thoroughly assessing regulatory and compliance requirements before making any process modifications.
6. Established Efficiency and Effectiveness
While continuous improvement is essential, organizations must recognize that some processes are already functioning optimally. Processes that consistently meet or exceed established efficiency and effectiveness benchmarks may not require modification. Before deciding to make changes, organizations should have clear performance indicators in place to evaluate process efficiency, cycle times, error rates, and other relevant metrics. If a process consistently demonstrates high performance and contributes to organizational goals, it may be more prudent to focus improvement efforts on other areas that require attention.
Case Study
A software development company had a well-established agile development process that consistently delivered high-quality products within the desired timeframe. While there were areas for improvement, the existing process demonstrated efficiency and effectiveness in meeting customer requirements. When considering modifications to the process, the company recognized that the potential benefits did not outweigh the risks of disrupting the well-functioning system. Instead, the organization focused on other areas such as team collaboration and communication, where improvements were necessary, while maintaining the core development process as-is.
Conclusion
In conclusion, the decision to modify or keep a process as-is requires careful consideration of the potential downstream impacts, the effects on staff, systems, customers, compliance requirements, and the existing efficiency and effectiveness. Organizations must conduct thorough analysis, involve relevant stakeholders, and strike a balance between continuous improvement and stability. By recognizing the importance of keeping processes as-is in certain circumstances, organizations can mitigate risks, avoid unnecessary disruptions, and ensure stakeholder satisfaction. Striving for process improvement should not overshadow the critical need to maintain overall operational excellence and stability in areas where modification may do more harm than good.
Exercise 2.10: Evaluating Process Modification
Instructions:
1. Divide the participants into small groups of 4-6 people.
2. Provide each group with a set of scenario cards (created in advance) that describe different situations where process modification is being considered.
3. Instruct each group to read and discuss the scenario cards, considering the potential risks and benefits involved in modifying the processes described.
4. Ask the groups to identify and discuss the factors that should be considered when deciding whether to keep the processes as-is or modify them. Encourage them to refer to this course manual and case studies provided for guidance.
5. Allocate a specific amount of time for group discussions (e.g., 10-15 minutes).
6. After the discussion time, reconvene the groups and ask each group to share their analysis of one scenario. Each group should present their decision on whether to keep the process as-is or modify it, along with a brief explanation of their reasoning.
7. Facilitate a group discussion, allowing participants from other groups to provide feedback, raise additional points, or ask questions.
8. Repeat steps 6 and 7 for the remaining scenarios, allowing each group to present their analysis.
9. Summarize the key points raised during the group discussions and emphasize the importance of carefully evaluating potential risks and benefits before making process modification decisions.
Course Manual 11: Right Choice
In today’s fast-paced business environment, organizations are constantly seeking ways to improve their operations and increase efficiency. One area where companies often focus their efforts is process re-engineering, which involves making changes to existing processes or eliminating them altogether. However, deciding whether to keep or eliminate a process is a complex decision that requires careful consideration. This article explores the pros and cons of both options and provides general guidelines for making the right choice when it comes to process re-engineering.
Pros and Cons of Keeping Processes:
1. Stability and Familiarity: Keeping a process intact offers stability and familiarity to employees. It eliminates the need for extensive training or adaptation to new workflows, which can save time and resources. Employees who are accustomed to the existing process can continue their work without major disruptions, allowing for continuity and minimizing resistance to change.
2. Established Efficiency: Retaining a well-established process that consistently delivers desired results ensures that organizations maintain their efficiency levels. These processes have been refined over time and are aligned with organizational goals. By keeping such processes, organizations can avoid the risk of introducing new inefficiencies or disruptions that may arise from implementing alternative approaches.
3. Cost and Resource Considerations: In some cases, keeping a process may be more cost-effective than replacing or eliminating it. Modifying or replacing a process often incurs additional expenses, including training costs, system upgrades, or the need for new technology. If the benefits gained from changing the process do not outweigh these costs, it may be more prudent to keep the existing process.
However, there are also potential downsides to keeping processes:
1. Resistance to Change: Employees may become resistant to change if they perceive that outdated or inefficient processes are being maintained. This resistance can hinder innovation and prevent the adoption of more effective approaches. Balancing stability with the need for improvement is crucial to avoid stagnation and ensure continuous growth.
2. Missed Opportunities: By sticking with existing processes, organizations may miss out on opportunities for improvement, cost savings, or competitive advantage. Keeping processes unchanged for too long can limit innovation and hinder the organization’s ability to adapt to evolving market conditions.
3. Limited Flexibility: In dynamic business environments, the ability to be agile and adaptable is vital. If processes are rigid and resistant to change, organizations may struggle to respond to market shifts or seize new opportunities. This lack of flexibility can hinder growth and impede the organization’s ability to stay ahead of the competition.
Pros and Cons of Eliminating Processes:
1. Process Simplification and Streamlining: Eliminating unnecessary or redundant processes can simplify workflows and reduce complexity. By removing outdated or inefficient steps, organizations can streamline operations, increase efficiency, and reduce costs. This approach allows organizations to focus on value-added activities and allocate resources more effectively.
2. Innovation and Adaptability: Eliminating processes provides an opportunity for innovation and the adoption of new approaches. It encourages organizations to question existing practices and explore alternative methods that may lead to improved outcomes. By embracing change, organizations can remain adaptable and responsive to market demands.
3. Competitive Advantage: Eliminating outdated processes can give organizations a competitive advantage by enabling them to respond faster to market changes, deliver products or services more efficiently, and enhance customer satisfaction. It allows companies to differentiate themselves from competitors and stay ahead in a rapidly evolving business landscape.
Case Study: Ford Motor Company
In the early 2000s, Ford Motor Company embarked on a process re-engineering initiative to improve their manufacturing operations. One of the key decisions they faced was whether to keep or eliminate certain processes within their production line. The goal was to increase efficiency, reduce costs, and enhance product quality.
After conducting a thorough analysis, Ford identified a process bottleneck that was causing delays and impacting overall productivity. The traditional assembly line had limitations in terms of flexibility and adaptability to changing market demands. The company decided to eliminate the traditional assembly line and implement a more flexible manufacturing system known as the “Ford Production System.”
The new system involved the use of advanced technology, such as robotics and automation, and emphasized lean manufacturing principles. By eliminating the traditional assembly line and embracing the Ford Production System, Ford achieved significant improvements in efficiency, reduced waste, and enhanced product quality. The decision to eliminate the old process and embrace a more innovative approach allowed Ford to stay competitive in the automotive industry.
However, eliminating processes also comes with potential challenges:
1. Disruption and Resistance: Eliminating a process can disrupt existing workflows and create resistance among employees who are accustomed to the old way of doing things. This resistance can impact productivity and employee morale if not managed effectively. Proper change management, communication, and employee involvement are essential in overcoming resistance and facilitating a smooth transition.
2. Learning Curve and Training: Introducing new processes requires employees to adapt and learn new ways of working. This learning curve may involve training, adjustments to job roles, or the acquisition of new skills. The time and resources invested in training can initially impact productivity until employees become proficient in the new processes.
General Guidelines for Making the Right Choice in Process Re-engineering:
1. Identify the Purpose: Clearly define the objectives of the process re-engineering effort. Identify the specific problems or inefficiencies that need to be addressed and establish measurable goals. This clarity helps in evaluating whether keeping or eliminating a process aligns with the desired outcomes.
2. Conduct Process Analysis: Thoroughly analyze the existing processes to understand their strengths, weaknesses, and potential areas for improvement. This analysis should involve collecting data, seeking input from employees, and mapping out the process flow. Identifying bottlenecks, redundancies, and areas of inefficiency provides valuable insights for decision-making.
3. Consider Stakeholder Perspectives: Engage key stakeholders, including employees, managers, and customers, in the decision-making process. Seek their input, as they possess valuable knowledge and perspectives. Involving stakeholders fosters ownership, increases acceptance of changes, and ensures that the chosen approach considers diverse viewpoints.
4. Evaluate Impact and Feasibility: Assess the potential impact of both keeping and eliminating a process. Consider the effects on employees, customers, systems, costs, and overall organizational performance. Evaluate the feasibility of implementing the proposed changes, including any associated costs, resource requirements, and time frames.
5. Prioritize Based on Benefits and Risks: Compare the potential benefits and risks of keeping or eliminating a process. Assess the magnitude of improvement that can be achieved, the associated costs, and the level of disruption or resistance anticipated. Prioritize the options based on their potential impact and alignment with the organization’s strategic objectives.
6. Develop a Transition Plan: If the decision is made to eliminate or modify a process, develop a comprehensive transition plan. This plan should outline the steps required to implement the changes, address any potential challenges, and mitigate risks. Communicate the plan effectively to stakeholders to ensure a smooth transition and minimize disruptions.
7. Monitor and Continuously Improve: Once the changes are implemented, monitor the new processes closely. Collect data, measure performance, and gather feedback from employees and customers. Continuously evaluate the effectiveness of the changes and make adjustments as necessary to ensure ongoing improvement and optimal outcomes.
Conclusion
Making the right choice between keeping or eliminating processes is a critical decision that requires careful analysis and consideration. While keeping processes can provide stability and familiarity, it may hinder innovation and limit flexibility. On the other hand, eliminating processes offers the potential for simplification, streamlining, and competitive advantage but may face resistance and require careful change management. By following general guidelines such as identifying purpose, conducting process analysis, considering stakeholder perspectives, evaluating impact and feasibility, prioritizing based on benefits and risks, developing a transition plan, and monitoring performance, organizations can make informed decisions and successfully navigate process re-engineering efforts.
Exercise 2.11: Keep or Eliminate?
Instructions:
1. Divide the participants into two groups of 5 individuals.
2. Provide each group with a case study or a scenario related to their industry or a fictional organization undergoing process re-engineering.
3. Instruct the groups to analyze the case study or scenario and identify at least three processes that could be potential candidates for either keeping or eliminating.
4. Ask each group to discuss and list the pros and cons of keeping each process and the pros and cons of eliminating each process.
5. Provide a set amount of time for group discussions (e.g., 15 minutes).
6. Once the time is up, ask each group to present their findings to the rest of the participants.
7. Facilitate a group discussion and encourage participants to share their insights, perspectives, and challenges encountered during the decision-making process.
8. Summarize the key points and lessons learned from the exercise, highlighting the importance of careful evaluation and considering multiple factors when deciding whether to keep or eliminate processes.
9. Conclude the workshop by emphasizing the need for ongoing monitoring, evaluation, and continuous improvement in the context of process re-engineering.
Project Studies
Project Study (Part 1) – Customer Service
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 2) – E-Business
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 3) – Finance
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 4) – Globalization
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 5) – Human Resources
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 6) – Information Technology
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 7) – Legal
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 8) – Management
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 9) – Marketing
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 10) – Production
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 11) – Logistics
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Project Study (Part 12) – Education
The Head of this Department is to provide a detailed report relating to the Processes Overview process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Processes Overview
02. Optimization & Improvement
03. Streamlining
04. Streamlining Examples
05. Automation
06. Automation Examples
07. Outsourcing
08. Outsourcing Examples
09. Elimination
10. Kept As-Is
11. Right Choice
Please include the results of the initial evaluation and assessment.
Program Benefits
Management
- Better decisions
- Higher efficiency
- Lower costs
- Sharper focus
- Enhanced performance
- Organizational health
- Improved culture
- Defined purposes
- Less bureaucracy
- Shareholder value
Operations
- Increased productivity
- Reduced expenditures
- Improved processes
- Collective well-being
- Purposeful teamwork
- Greater collaboration
- Clearer procedures
- Meaningful roles
- Employee satisfaction
- Staff cohesiveness
Customer Service
- Improved services
- Enhanced morale
- Productive workforce
- Greater value-added
- Customer satisfaction
- Better understanding
- Sharper mindset
- Cohesive teams
- More enjoyment
- Increased positivity
Client Telephone Conference (CTC)
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