BUSINESS PROCESS OPTIMIZATION. OPTIMIZATION DES PROCESSUS D ENTERPRISE Comment d aborder la qualité en améliorant le processus

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1 BUSINESS PROCESS OPTIMIZATION How to Approach Quality by Improving the Process OPTIMIZATION DES PROCESSUS D ENTERPRISE Comment d aborder la qualité en améliorant le processus

2 Business Diamond / Le losange d entreprise Les processus d entreprise déterminent la nature des taches des personnes ainsi que la façon dont elles sont organisés pour accomplir le travail. Business Process Les valeurs et les convictions doivent être conformes, aux processus de l entreprise tout en les soutenant. Jobs & Structure Business Process Design Values & Beliefs La nature des taches et l organisation du travail, déterminent les types de systèmes de gestion qu une organisation utilisera. Management & Measurement Systems Les systèmes de gestion et de mesure, déterminent les valeurs et les convictions des employés concernent ce qu ils considèrent important dans leur travail.

3 Process Versus Framework A framework is a supporting or underlying structure 1 and establishes a common vocabulary and set of perspectives for defining and describing complex systems. A process is a series of actions taken towards achieving a particular end 2. More specifically, process is a technical term with a precise definition: an organized group of related activities that together create a result of value to customers 3. [1]Oxford English Dictionary [2] ibid [3]

4 Value to the Value can be measured in terms of quality, time, responsiveness and cost (resources, FTE s). Value-adding work is done only once, is transformative and the client wants it (is willing to pay for it). Non-value-adding work creates no value for the client, but is required to get the value-adding work done (overhead, checking, supervising, controlling, reviewing, liaising). Waste is work that neither adds or enables value. 4 [4] Beyond Reengineering, Michael Hammer1996

5 3 Types of Process / 3 Types de Processus Management Processes / Processus de gestion Besoin du Need Core Business / Processus d entreprise Satisfaction du Business Resource Processes / Processus ressources

6 Canadians Filers / Applicants Debtors

7 Canada Revenue Agency Management Processes / Processus de gestion Besoin du Need Administer Tax Programs Deliver Economic and Social Benefits Satisfaction du Business Resource Processes / Processus ressources

8 Compliance Programs Branch Management Processes / Processus de gestion Besoin du Need Enhance compliance with the laws administered by the Agency Satisfaction du Business Resource Processes / Processus ressources

9 Information Technology Branch Management Processes / Processus de gestion Besoin du Need IT Enable the administration of tax programs Satisfaction du Business Resource Processes / Processus ressources

10 TOP 10 INDICATORS THERE IS A PROCESS PROBLEM 1. There is no definition of quality or consistent criteria for decision making 2. Employees call the person they have contact with their client 3. It is difficult to attract, train and retain staff; there are morale issues 4. Work is done by gut-feel or instinct or requires interpretation 5. Work is divided into complex and non-complex 6. Things get lost and you have to set up a tracking system 7. There are production quotas or the measurement system is counting 8. You have no idea what the capacity of the process is or how to calculate it 9. Things take too long; there is an inventory or backlog issue 10. Reorganizing didn t work, so you think automation will fix things

11 What not to do Private For profit; client pays Public Not Profit driven; Tax dollars fund Can go out of business Can t t go out of business Efficiency & effectiveness rewarded Few monetary incentives Direct contact with client Product Quality is tangible Indirect contact with client Service Quality must be defined Process is visible Specific identified skill sets Easy to measure (SPC) Difficult to measure (PPM)

12 12 Steps of Business Process Design 1. Executive Leadership 2. Process Selection 3. Cross Functional Team Selection 4. Definition 5. Process Mapping 1. Direction comité exécutif 2. Sélection du Processus 3. Sélection de l équipe 4. Définition du 5. Documenter le Processus

13 12 Steps of Business Process Design 6. Data Analysis 7. Root Cause 8. Solution Selection 9. Prototype 10. Presentation 11. Implementation 12. Migration 6. Analyse de données 7. Déterminer la cause 8. Sélection de la Solution 9. Prototype 10. Présentation 11. Implémentation 12. Migration

14 Process Optimization Team Schedule PLAN DO CHECK ACT PHASE 1 PHASE 2 PHASE 3 PHASE 4 INITIATION EXECUTION (current state) EXECUTION (proposed state) FINALIZATION Obtain executive support Define client & stakeholders Map proposed solution Create implementation strategy Set scope Set mandate Select project team Sign charter Map current state Validate current state Data analysis Root cause analysis Report current state Annotate proposed solution with control points Develop tools to support proposed state Establish and execute prototype Report proposed state Propose implementation team members Identify migration strategy Present findings 1 day 12 months 5-10 days 5-10 days 5 days

15 Summary There are 12 Steps to design a Flawless Process. By focusing on who we serve, it is possible to identify the cause of issues and - Turn Complaints into Quality Service