Have you ever been frustrated by not having solved a difficult problem the right way or worried that you are wasting resources while providing little in the way of organisational effectiveness? This type of situation happens more than you might think and it has certainly happened to me. On top of that, nowadays there is an explosion of information that complicates both a problem's context and understanding, thus making the right decision becomes even more difficult.
Topics: Process Improvement
One of the questions I have been asked on occasion concerns the comparison between policy vs process vs procedure and what the difference is? Over the years, I have created a lot of business management documentation and seen a great deal of processes, policies and procedures being created by Triaster’s customers.
I know that deciding which information should be captured in which type of document, can be a real minefield for the author - so, in this article we answer the question:
Triaster customers who are keen to increase staff engagement with their Business Processes tend to ask the same question: “How do I get people to take ownership of their processes?” Fortunately, having implemented Business Management Systems in various business arenas over the last few years, I have some golden rules to help you to achieve just that.
This article will attempt to tackle the age old problem of breaking down silos in industry, government, and education and building up quality systems that produce winning scenarios for all involved, using the principles that Deming famously created, by replacing systems of competition within organisations to those of co-operation.
Just like Liam Neeson in the movie Taken, a process mapping pro needs to have a very particular set of process mapping skills.
Process Mapping is an essential part of any process improvement project but how do you know where to focus your improvement efforts if you don’t have your processes mapped?
These are the key elements to getting process mapping right...
Topics: Process Mapping
Over the years, while helping customers who have chosen to take a process based approach to their organisation's documentation, I have often been asked about the 'process vs procedure' problem - how to document processes and procedures. I am also asked, when documenting information, what should be documented as a process and what should be documented as a procedure?
The whole Process vs Procedure topic can get quite tricky, so I have provided two examples that clearly show the difference between the two when it comes to displaying organisational information as a process map or procedure.
Topics: Process Mapping
What makes organisations excellent? This is the question posed and answered by the EFQM Excellence Model which is the European standard for Quality. The point of quality is sustained and continuous improvement over time benefiting both the organisation and the customer which is why organisations have increasingly looked to implement quality focused initiatives such as the EFQM Model.
But what is the EFQM Model and why is it a necessary focus of business improvement?
To answer the question as to 'why BPM is important for your business improvement strategy' it is helpful to first look at the problem. The problem with business improvement is that it's an incredibly broad concept with all manor of voices offering 'best practice' and business improvement tools for success - it can be a needless time suck that offers very little real value.
Today's biggest business improvement hurdle has nothing to do with money and everything to do with the business improvement techniques we are investing our time into and the efficiency gains they are providing in the long run. This comes down to one important commodity...time and answering another important question...what is your time worth to you?
Human beings get bored and look to have a degree of variety in their life. Doing the same thing hour-upon-hour, day-after-day is not conducive to productivity when carrying out repetitive processes.
However, by their nature many business processes are repetitive and because we want to have consistently good outcomes from the processes, variability in the way the processes are carried out is discouraged. However, need this be the case?
Total Quality Management (TQM) is an approach that focuses an organisation's efforts towards continually improving its ability to deliver high quality products and services to its customers.
TQM enjoyed widespread attention during the late 1980s and early 1990s, but since then it has been somewhat overshadowed by the ISO 9000 family as well as Lean and Six Sigma. However, it is worth spending time thinking about, both because its implementation is generally based on the 8 principles of quality management - which were later formalised by the ISO 9000 certification processes - and because TQM describes a management approach to long-term success through customer satisfaction.