Tags |
|
|
Links |
|
|
Atricle Dump - Adopting a Business Process Approach to Management - 6 Critical Steps
As the market changes franchising companies and their outlets must also change with the flow of consumer dollars and the changes in consumer buying perception. Consider if you will the height of popularity of the South Beach and Atkins Diet? This of course was the time when Schlotsky's Deli filed bankruptcy and it was the start of the fall of Krispy Kremes, as they got royally creamed in the market place and the company imploded.There are times in modern Day franchising when there are adapt or die scenarios. If the franchising company and their franchised outlets fail to meet challenges or changes in market demand the company will fail and the brand name will go down the tubes. This is a time when it calls for franchise leadership and the company must use its franchis
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabil
Have you recently started a home based business, and are finding it hard to build it up to the level you expect it to be at? If this sounds like you then let me be the first to lend you a helping hand, and teach you a few good tactics you can use to help grow your online business day by day.Growing your business one person at a time will take awhile, and it will take some effort and work on your part. However there are a few things you can do to speed this time consuming process up a good amount, and that mainly has to do with using the correct advertising.One of the best ways I find that will help you grow your business very fast is by making your self available to speak with. A lot of people do not really like to talk in e-mails; they would rathe
In our previous article we emphasised the customer/stakeholder focus of the business process approach to management. The first step is therefore clearly determining who those customers and stakeholders are. Who buys or uses your product or service offering? Who makes the buying decision? What exactly are they buying in terms of benefits? Who else is affected by your activities and what are their expectations?
A small pharmaceutical manufacturer of multivitamins, antibiotics, syrups and OTC medicines for children, located in a large African city, was trying to answer these questions for their own organisation. They came up with the following.
Customer/Stakeholder and Benefits Sought
2.Determine the Value Chains that Deliver these Benefits
The information obtained from the above step should be formed into benefit clusters. Next, trace those benefits back from your products and services through to the inputs. The identified paths form your value chains or end to end core business processes.
Our pharmaceutical company took this step and concluded they had one major value chain consisting of two major processes - the new pharmaceuticals development process and the sales and production process.
All the benefits to the customers and other stakeholders are derivable from their product range, their distribution and market support and their information dissemination.
3. Decompose into Processes and Determine the Process Boundaries
The previous step yields an end-to-end view of the organisational value chains. We now need to determine the core processes and sub-processes that make up these value chains, and the support processes that enable them. The determination of process boundaries should combine top-down and down-up approaches applied iteratively.
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabili
In dealing with problems, we need to make decisions. When faced with a situation that warrants a response, we put on our thinking cap. We depend on our thinking skills. Few of us are fully aware of the need to stop and reflect on the situation. We tend to follow the easiest and least resistant thinking path. This is not necessarily always the best response. With smart thinking techniques you will be in a position to respond more effectively to each situation.Define the problemWhen you visit your General Practitioner (Medical Doctor) , because you are having fever, cough and sore throat. To you these are problems you would like to get rid. However, to the Doctor, these are symptoms and he is interested in pinpointing the real problem. Th
Customer/Stakeholder and Benefits Sought
2.Determine the Value Chains that Deliver these Benefits
The information obtained from the above step should be formed into benefit clusters. Next, trace those benefits back from your products and services through to the inputs. The identified paths form your value chains or end to end core business processes.
Our pharmaceutical company took this step and concluded they had one major value chain consisting of two major processes - the new pharmaceuticals development process and the sales and production process.
All the benefits to the customers and other stakeholders are derivable from their product range, their distribution and market support and their information dissemination.
3. Decompose into Processes and Determine the Process Boundaries
The previous step yields an end-to-end view of the organisational value chains. We now need to determine the core processes and sub-processes that make up these value chains, and the support processes that enable them. The determination of process boundaries should combine top-down and down-up approaches applied iteratively.
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabil
You need people to run a business unless you happen to be a one-man-industry. So, if you have employees, you have payments to make, taxes to deduct from the salaries and send the deducted money to the state exchequer. In case of larger establishments, these things are taken care of by the professionals, who are experts in the area, which takes the accounting load off the higher management.But if you own a small business, you need to take care of the payroll all by yourself. The old paper system, quite obviously, is too cumbersome and time consuming to fit today's business needs. Therefore, what you need is an efficient payroll accounting software.A small-business payroll software manages payroll and taxes in a small business establishment. Now, you may be in a f
All the benefits to the customers and other stakeholders are derivable from their product range, their distribution and market support and their information dissemination.
3. Decompose into Processes and Determine the Process Boundaries
The previous step yields an end-to-end view of the organisational value chains. We now need to determine the core processes and sub-processes that make up these value chains, and the support processes that enable them. The determination of process boundaries should combine top-down and down-up approaches applied iteratively.
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabil
Cash is one of the most important resources to a new business. One of the best ways to conserve cash for a startup business that is in need of office space is to rent an executive suite rather than to rent traditional office space. Most people don't even know this little secret. In fact, most people don't even know what an executive suite is.An executive suite is generally referred to as a small office that one would rent from an executive suite facility like Plaza Executive Suites, http://www.plazaoffices.com, located in Las Vegas Nevada. The office environment would include all the necessary services needed to operate a business. The key cost savings is that most of the services such as the receptionist and conference room are shared with other renters. As an e
Listing out the major processes in the value chain as we did in the previous step, is top-down. We might then take each major process identified and using the following procedure suggested by Patrick and McDermott, break them down into sub processes.
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabil
Which career should I choose? How to know if my present career suits me? Whether I will be satisfied with my present career? Will my career give me enough money in future? There are many questions that hammer our mind when we join a career. Even after we join that, the questions do not leave us alone. We are always raising queries about our career. This is true about many other areas of life. But how to know if our career is fitting our needs? Let us see how a personal mission statement can help.Personal mission statement- what is a personal mission statement? How does one write the statement? What are the factors one considers while making a mission statement? You must have seen mission statements by some companies. Some of them may say- total quality control is our u
In the case of the pharmaceutical for example, we might find, after going through this sequence that the sales and production process decomposes into the customer acquisition (identify prospect, qualify prospect and establish contract) and order fulfilment (receive order, produce and assemble order, and ship order) sub-processes.
4. Select Appropriate Metrics Based on Critical Success Factors for the Identified Processes and Overall Strategy
It is well known that measurements and rewards drive behaviour. To ensure proper balance between focus on past/current performance, and the need to build capabilities that drive future success, we need metrics that track results, processes, organisational capability and the environment.
Result measures are generally lagging in that they track past performance. By the time the result is measured, it is too late to do anything about it. Process measures are generally leading and prescriptive, since they predict future performance. Acting on factors that affect these measures will impact on future results. Care must be taken that metrics which drive the desired behaviour and customer valued outcomes are selected.
Having determined the critical factors that drive delivery of customer and stakeholder metrics or indicators of performance must be chosen, with targets for each measure, and cascaded down to individual sub processes. A line of sight must exist between overall organisational measures and the detailed measures at process and activity level.
Our pharmaceutical company chose to measure four categories. At the top level, the chosen metrics were:
5. Appoint Process Owners for Each Core Process
A major flaw of the functional orientation is that there is no one within the organisation that has a complete view of the process as experienced by the customers and stakeholders. The appointment of process owners overcomes this flaw.
The job of process owner is to manage the processes in the critical areas of improvement, boundary management, metrics, collaboration and advocacy. The process owner coordinates the functions and activities at all levels of the process, and has the authority and ability to makes changes to the process. He is responsible and accountable for its outcome.
6. Begin a Never Ending Cycle of Business Process Improvement
With your core processes defined and documented, appropriate metrics selected and process owner appointed, the next step is to begin an improvement cycle.
Using process diagrams, value stream maps and metrics, determine the current capabilities of your core processes. Identify and quantify areas of greatest opportunity using information from customer surveys, comparison of your process performance with a similar ideal process, etc.
Continuous business process improvement is the subject of our next article. Be sure to watch out for it.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.articledump.net/article/23342/articledump-Adopting-a-Business-Process-Approach-to-Management--6-Critical-Steps.html">Adopting a Business Process Approach to Management - 6 Critical Steps</a>
BB link (for phorums):
[url=http://www.articledump.net/article/23342/articledump-Adopting-a-Business-Process-Approach-to-Management--6-Critical-Steps.html]Adopting a Business Process Approach to Management - 6 Critical Steps[/url]
Related Articles:
A Guide to Candy Vending Machines
Three Ways to Improve Your Help Desk's Reputation
Bookmark it:
|