Business Process Management can be defined as a method used to capture, manage and analyse an organisation's business processes in order to allow for a standardised way of working that can be organised and shared throughout an organisation.
All organisations and teams investing a great deal of time and money in their Business Process Management implementation, want to know that it will be used by its intended end users.
We have set out the ten most important steps to take during implementation to help ensure that it will be.
Employee commitment and engagement is a massive priority for most organisations - with many trying to solve the problem by finding ways to motivate the employee or looking at the employee directly as the problem. As soon as you get two people performing the same task without a standard way of working and there is room for them to be doing it differently, there will be inconsistent working. This does not mean employee commitment is lacking; it could mean that your way of working is broken or there is no standard way of working (which leads to massive variations in efficiency).
When trying to implement Lean continuous improvement projects, quality managers often ask themselves how to cut waste effectively in their organisation. Unsurprisingly, wasteful processes may slow down efficiency - consequently costing a business time and money.
The starting cost of the Triaster Online Platform can be easily found on our website, as it comes in three clearly priced and easy to understand systems (Start-up, Standard and Professional).
Who uses process map software? People who want to improve their organisations - it's as simple as that. If you are seeking business improvement, it's important to remember that optimising what you already do can have a much larger business improvement influence than just about anything else. That's why process mapping is still the king of business improvement and ROI. So what is process mapping, who does it and why use it? Let's start from the beginning...
One of the biggest problems with continuous improvement when implementing a Business Management Sustem is achieving employee buy in, i.e. for the employees to follow the agreed processes. At Triaster, we work with many different organisations from many different sectors, but getting their employees to use their Business Process Management system and follow the correct process is always a challenge.
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?
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.
How do you most effectively capture your organisation's knowledge, experience and procedures into a process map? There are many approaches to process capture out there, but what works best and what will ensure that you capture the process correctly?
Over the years at Triaster, we have facilitated many process improvement projects for multiple customers in many different environments - and we always start with a process discovery workshops. With the benefit of this experience, I would like to share some best practice approaches to running a process discovery workshop.
Topics: Process Mapping