You’ve already implemented a process control system on your production processes but you’re not sure you’re measuring everything you should, or getting as much as you could from the data

Maybe you need to put a control system in place, but you’re not sure what to measure?

If you measure the right parameters in the right way, you’ll soon have a thorough understanding of your processes and what you need to do to improve them. What’s more, your improvements will be data driven so you’ll be confident that you’re focusing on the right thing. Once you’ve made those improvements, the measurements you’ve implemented will tell you how much impact they’re having.

This course provides an overall understanding of how to improve processes. Everything everyone does within an organization is part of a process. So invariably if you want to improve what the organization does, then you have to focus on improving the process. By putting your emphasis on the process, you avoid the typical trap that so many business leaders seem to fall prey to – looking to cut costs, they focus on trimming payrolls or pushing people to do more with less. This short-sided approach may get a brief bump in performance. However, in the long run you end up increasing costs, reducing value to the customer, and making it harder for the company to compete.

Course Objective and Learning Outcome

Participants will learn how to leverage your current business strategy to drive improvement, develop tools, identify problem areas, measure performance, validate change, and create models of current and future processes in this Business Process Improvement (BPI) training course. Gain the skills you need to employ a step-by-step BPI framework in your organization to maximize efficiency and productivity.

Participants will learn how to:

• Apply a BPI framework in your organization
• Identify processes in need of improvement
• Create and implement stakeholder engagement and buy-in
• Measure improvements using Key Performance Indicators (KPIs) linked to your business drivers

Methodology

• Lectures                                                                         70%
• Group Activities and Round Table Discussion              20%
• Case Studies                                                                    10%

Target Audience

  CEOs, Entrepreneurs, Managers, supervisors and team leaders

  Continuous improvement specialists, Lean facilitators, industrial engineers, quality managers

  Anyone with interest in business process improvement and how to do it.

Course Outline

 Introduction

• Important Pioneers
• Breaking it Down
• Compress the Handoffs
• Fundamental Principles
• Measurement and Control
• Formal Programs

Building the Business Process Improvement (BPI) Framework

• Business process improvement vs. re-engineering
• Driving innovation with BPI
• Benchmarking your personal BPI skills

Uncovering BPI challenges

• The evolution of process improvement
• Defining a business process with the Business Process Improvement Framework (BPIF)

Evaluating the Organization

• Analyzing the organizational mission and vision
• Identifying key stakeholder's needs
• Defining the phases of communication

Fundamental Tools

• SWOT Analysis
• Root Cause Analysis
• Pareto Chart
• Process Mapping
• Brainstorming
• Storyboarding
• Force Field Analysis
• Value Analysis
• Issues Analysis
• Solutions Rating Matrix
• Trend Analysis
• Project Management

Outlining the Current Process

• Creating a Process Inventory
• Defining different documentation methods
• Determining Business Rules
• Applying process prioritization techniques
• Designing appropriate measurements
• Linking business drivers to measurements
• Identifying Key Performance Indicators (KPIs)

Capability Maturity Model (CMM)

• Five Levels of Maturity
• Key Process Areas – Improvement Domains for CMM
• The Baseline for Improvement
• CMM Reality Check

Analyzing and Improving the Process

• Relating process measures to business drivers
• Analyzing process performance
• Recognizing the causes of poor process performance
• Time
• Cost
• Quality
• Satisfaction

 Leveraging problem analysis criteria

• People
• Technology
• Business rules
• Materials
• Investigating root cause using problem mapping tools
• Relating root cause analysis to a business process

Modelling the "To-Be" Solution

• Designing appropriate success criteria
• Optimizing vs. enhancing your business process
• Focusing on customer needs
• Determining value and uniqueness
• Dissecting the "To-Be" process

 Assessing process performance

• Deriving KPIs from business drivers
• Developing a KPI dashboard
• Creating an assessment plan for your own process

Managing and Implementing Change

• Maximizing stakeholder buy-in
• Targeting key stakeholders
• Identifying stakeholder communication styles
• Differentiating approach based on project phase

  Driving change in organizations

• Determining barriers to change
• Identifying positive and negative forces for change
• Developing and applying a force field analysis approach

  Facilitating acceptance in your organization

• Determining organizational necessities
• Communicating the innovation effectively
• Preparing the implementation plan

Implementing continuous improvement

• Six Sigma
• Project Selection
• Five Phases – DMAIC
• CTQ and VOC
• Statistical Concepts
• Design of Experiments (DOE)

Focusing on feedback and measurement

• Appraising BPI processes in organizations
• Prioritizing changes using the Ease/Impact matrix
• Detailing the BPI implementation plan