TO R Q U E M A N AG E M E N T
Overview
M A N AG E M E N T
Summary
TO R Q U E
Course Times Sizes Up 2 U Awards
TRAINING
Creds
BUSINESS PROCESS MANAGEMENT
Refs
Torque Management, Mill House, Millbrook, Naas, Co Kildare, Ireland. T +353 45 901 620 F +353 45 879 773 E info@torquemanagement.com W www.torquemanagement.com
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TO R Q U E
COURSE CONTENTS
M A N AG E M E N T
CO NT ENTS
COURSE OVERVIEW
Who should attend our BPM Courses
TM 01 Introduction to Business
and what courses are appropriate
Process Management (1 day) 8
3
TM 02 Introduction to Process
Torque Management consultancy services
4
Improvement Methodology:
INTRODUCTION
3
Analysis & Design (3 days)
Business Process Modelling, 9
TM 03 Managing Process Change
COURSE MATERIALS AND DELIVERABLES
5
COURSE TIMES / SCHEDULES
5
CLASS SIZES
5
CLIENT RESPONSIBILITIES
5
TRAINING CREDENTIALS
6
(1 day)
10
TM 04 Measuring Processes (2 days) 11 TM 05 Building and Managing a Business Process Architecture (4 days)
12
TM06 Integrated Management Frameworks:Quality,
TORQUE MANAGEMENT FORMAL TRAINING ACCREDITATIONS
6
REFERENCES
6
Management, Compliance (4 days)
13
TM07 The Greatest Move™ (1 day) 15
IN-HOUSE BPM TRAINING REFERENCES
7
6
CASE STUDIES
15
Working Towards a Process Centric Organisation – Elisa Eesti
16
New ‘business process management’ makes national regulator’s operations more cost-effective
2
17
TO R Q U E M A N AG E M E N T
COU R SE S A R E A PPR OPR IAT E
Torque Management provides the ‘best of the best’ process, quality, and change curriculum and business simulations to anticipate and meet the needs of our clients, regardless of where they are on the process or quality journey.
Our curriculum is designed to provide a consistent BPM training experience, regardless of the background or professional level of the participants.
Typically, clients who are starting the Business Process journey will gener-
Our comprehensive curriculum covers a wide range of Process and Quality Topics – as described in the following sections of this
ally begin with three separate strands: EX02 and EX01 courses,
Training is comprehensive and focuses on Business Process Management (BPM) 1. Business Process Modelling & Analysis 2. Quality and Compliance
2. Business Process Practitioner Strand a TM01, TM02 and TM03
3. Bespoke training, aligned to client
Up 2 U
Management Systems
Sizes
whereby management awareness is raised, the drivers for a process-centric organisation are identified, current process maturity is understood and the business case for a BPM strategy is explored.
Times
1. Executive Strand
brochure.
Course
I N TRO DUCTION
Summary
WHO SHOU LD AT T E N D OU R BPM COU R SE S & WHAT
Overview
B U SI N ESS PROCESS MA N AG EMENT T RAINING
courses,
specific needs and their pace on the
Note that certain elements of these courses are the same, ensuring that the message, the vocabulary and approach to process improvement is consistent, removing ambiguity and therefore improving the chances of process project success.
3
Refs
a simulation, is a serious, fun way to build general awareness of the need for business process improvement and it is suitable for all levels of employee.
Awards
3. General Awareness Strand TM07,
Creds
whereby those charged with leading and managing process improvement projects are provided with the knowledge and tools necessary to run and manage business process improvement projects.
“process journey”.
TO R Q U E M A N AG E M E N T
TRAINING OUTCOME
T R A IN IN G OU TCOM E
The organisation will have a BPM vision, an awareness of the benefits of BPM and a cohort of BPM practitioners will be capable of conducting business process improvement
•
initiatives.
Clients wishing to build further BPM capability •
•
Organisations with some successful BPM projects in place and wishing to build their BPM capability further, might consider taking the TM04 (Measuring and Managing Business Processes).
The organisation will have the capability to develop and manage a processcentric enterprise with a single, integrated management system. Strategy will be directly linked to process goals, process measures will be linked to the reward system. Governance of business processes will be established and a process portfolio approach will manage further process improvement initiatives.
All course outlines are described further in this training brochure and we will be pleased to discuss your specific needs and provide further details if required.
In many instances, clients at this stage of the journey will also require some deeper training that can be provided as bespoke or tailored coaching or training, reflecting their growing capability and their desire to match BPM tools to specific situations.
TOR QU E M A N AGE M E N T CON SU LTA N CY SE RV IC E S Torque Management’s range of consultancy services are available:
TRAINING OUTCOME
•
The organisation will improve business process capacity such that it is capbale of undertaking more advanced and complex BPM
to supplement or develop specialised, bespoke training programmes
•
to provide additional support and guidance to your staff as they develop their business process management capability.
initiatives and re-engineering programmes.
Clients wishing to make BPM Strategic to the organisation •
Organisations wishing to elevate their BPM to a strategic, enterprise level will wish to take two essential courses TM05 and TM06, whereby the organisations process architecture can be developed and integrated with the business strategy and pre-existing management, quality and compliance frameworks.
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TO R Q U E M A N AG E M E N T
of course completion are provided for participants who successfully complete the course or course module (s).
09:00 – 17:00 One hour Break in the morning and the afternoon
C L ASS S IZES
Course Leaders and Facilitators − Torque Management course leaders, trainers and facilitators are all fully qualified to train in their chosen topics. − Each accredited trainer has specific subject matter expertise and long-term operational and management experience.
available on request.
5
Refs
− Detailed professional biographies and our quality assurance processes are
Awards
− Trainers hold formal training qualifications; this provides assurance to our clients in respect to our professional capability to impart knowledge.
Creds
In order to provide appropriate attention to participants during class exercises, class sizes may not exceed 12 persons.
About Torque Management Trainers,
Up 2 U
Time: Lunch: Coffee:
Sizes
T R A IN IN G C R E D E N T IA LS CO URSE T IMES & SCH EDULE S
Times
• Torque Management Certificates
Course
• Each course participant is provided with their own manuals, printed and bound (grey scale):
Summary
• A significant investment has been made in the development of high- quality course materials that clearly explain the methodology and incorporating templates, worksheets checklists and additional guidance
§ Internal course marketing and booking administration. § Ensuring that course pre-requisites are met by attendees § Provision of overnight accommodation for participants, should it be necessary. § Provision of tea/ coffee / water and lunch. § Provision of a location suitable for running the course. Large room with flip chart, overhead projector for PC projection, projector screen, markers, ‘blue-tack’ allowing participants to stick flip chart pages on the walls.
Overview
U P2 U R E SPON SIBILIT IE S
A N D DELIVERABLES
C O U R S E M AT E R I A L S
CO URSE MATERIALS
TO R Q U E M A N AG E M E N T
TO R QUE MANAGEMENT FO RMAL T RAINING
IN - HOU SE BPM T R A IN IN G R E FE R E N C E S
ACCREDITAT IONS
Mr Sean Angland Head of Corporate Services HIQA
Gaming Works Torque Management is an accredited trainer/ facilitator for GamingWorks business simulations.
Unit 1301 City Gate Mahon Cork E: sangland@hiqa.ie Ms Kristel Leisalu Elisa Eesti
ILM Provider
Tallinn Estonia E: Kristel.leisalu@elisa.ee
As part of our on-quality programme, as of September 1st, 2010, Torque Management was recognised by the Institute of Leadership and Management (www.i-l-m.com) as a provider of development programmes.
Mr Antonio Cafforio University of Salento Lecce Italy E: antonio.caforio@unisalento.it
Additional references are available on request.
Torque Management ILM Provider number: 7002137
REFERENCES Company and course attendee references are provided below. Please let us know in advance if you wish to contact references so that we can give them notice of your intention.
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TO R Q U E M A N AG E M E N T
Client choice
EX02
Building the Case for a Business Process Management Strategy
Business Process Maturity Level, Gap Analysis, Strategic Drivers, quantification of potential benefits
Executives
1
EX03
Management Awareness
Principles and Approach
Management
1
TM01
Introduction to Business Process Management
Principles and approach
Performance improvement Practitioners
1
TM02
Business Process Improvement
BPM Business Process Improvement Methodology
Performance improvement Practitioners
3
TM01
TM03
Managing Process Change
Change Management, Standard Work, Knowledge Transfer
Performance improvement Practitioners
1
TM01 TM02
TM04
Measuring and Managing Business Processes and Performance
Principles of measurement, Data Gathering, Scorecards, Reward Systems
Performance improvement Practitioners, Transofrmation Executives, OPEX, HR
2
TM01
TM05
Building and Managing an Enterprise Business Process Architecture
Strategic drivers and context, value chains, process architecture, BPM governance, BPM CoE, business alignment and operational management
Transformation Executives, OPEX, HR, IT Architects, Business Strategists
4
TM01
TM06
Integrated Management Frameworks: Quality, Management, Compliance
Industry and Sectoral Frameworks as Accelerators, Leading Frameworks, Compliance Integration
Transformation Executives Quality Managers, OPEX Managers, GRC Managers
2
TM07
The Greatest Move ™
Team BPM simulation event
All Employees and possibley external contractors
1
Refs
Chosen by Client
Awards
Chosen by Client
Creds
Executive Briefing(s)
Up 2 U
EX01
7
Pre requisite
Sizes
Days
Times
Who Should Attend
Course
Topics Covered
Summary
Course Name
Overview
Title
TORQUE MANAGEMENT COURSE OVERVIEW
BUSINESS PROCESS MANAGEMENT COURSE OVERVIEW
TO R Q U E
C O U R S E D E TA I L S
M A N AG E M E N T
TM01
What you will achieve − The ability to communicate the benefits of BPM to your organisation
I N TR ODUCT ION TO BUSIN E SS P ROCESS MANAGEMEN T
− An understanding of how BPM fits in the overall quality systems strategy (ISO, Lean, Six Sigma etc)
(1 day)
− An understanding of the different approaches to process modelling / mapping
Course description This course provides an introduction to business process Management.
− An understanding of how BPM links to the business strategy
Come to this course and learn the key terms, concepts, methodologies, techniques, and technologies in the BPM arena. What is a process? What is process management? What is Business Process Management? What is process mapping? How to map a process? How to link processes with business goals? What is the benefit of Business Process Management? What are the pros and cons of the different approaches to implementing BPM? Learn about the practices that are making BPM the most exciting new approach to improving business results.
− An understanding of how to build a business case for process improvement What you will learn − What is the benefit of Business Process Management − Key BPM terms − BPM concepts, methodologies, techniques, and technologies in the BPM arena. − What is a process? − What is Business Process Management?
Who should attend This course is essential for those seeking to understand what BPM is about or those new to BPM seeking to understand how it might apply to their business.
− What is process mapping, which mapping techniques are appropriate for your business? − How to link processes with business goals − How to build a business case for BPM in your business.
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TO R Q U E M A N AG E M E N T
I N TRO DUCT ION TO P RO C ESS IMPROVEMENT METHO D OLOGY: BUSI N ESS P RO C ESS MODELLING,
− Understand the principles and benefits of proven aprocess improvement techniques
A N A LYSIS & DESIGN
Course description
− How to document business processes “As-Is” and “To-Be” − How to select and apply the most appropriate tools and techniques to model, analyse, manage, measure and improve processes − How to apply creative thinking approaches and design techniques to process improvement
Creds
− How to develop smart measures for evaluating business process performance − How to develop and apply testing, and validating methods to new process
Awards
Who should attend
− The methodology for managing a business process improvement project
Up 2 U
They will also learn how to model As-Is and To-Be process workflows using a simple BPM notation. The course is highly interactive providing opportunities to practice the tools and techniques. Following the course, participants will be able to immediately apply what they learn within their own organization.
What you will learn
Sizes
This course focuses on providing participants with the analysis, measurement, modelling, design and control techniques and tools required to conduct a process improvement project.
− Understand the common language associated with business process improvement
Times
This course provides an introduction to the skills and techniques required to conduct a process improvement project following the Define, Measure, Analyse, Improve and Control process (ISO15053).
− Understand the step-by-step approach to improving processes
Course
(3 days)
− Understand how to identify and quantify opportunities for improving business process performance
Summary
What you will achieve
Overview
TM02
designs Refs
This course is designed for those leading or managing process improvement projects: business managers, process practitioners: business analysts, IT analysts, quality professionals, HR professionals concerned with competency and capability management and change managers.
9
TO R Q U E
C O U R S E D E TA I L S
M A N AG E M E N T
TM03
What you will achieve
MA NAGING
Understand best practice principles of:
P ROCESS CHANGE
− Stakeholder management
(1 day) Course description We undertake process work to improve outcomes. As process managers we know that implementing new or changed processes will affect people. In this course we focus on the hard and soft management skills and practices required to successfully deliver process change proojects. Who should attend This course is for team leaders, managers, and leaders – anyone with people and project management responsibilities who are managing and delivering process change.
− Change management − Project Management − Communication management − Understand how to overcome resistance to change What you will learn − Tools to assist the process change manager in implementing change − How to leverage project artefacts for an efficient and effective change programme − How to identify and manage opportunities and threats − How to create and leverage a suportive governance structure − How to deal with resistance to change
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TO R Q U E M A N AG E M E N T
(2 days)
− An understanding of the business case for process measurement
Course description
− Process vs functional measures
Measuring process performance is a central activity in BPM. It pinpoints current issues, facilitates comparisons with better practices, and is essential for comparing alternative improvement scenarios. The development of a culture of process-based management often fails in the changeover from project mode to business- as-usual because of a lack of effective process performance measurement. Measuring processes is a prerequisite to improving and managing them. Despite this compelling case for sound process metrics, process measurement is often neglected.
− What to measure to effectively track process performance
− Relationship between BPM culture and measurement − Implications of process vs resource efficiency What you will learn − How to use the different types of process measurement − How to undertake reliable statistical analysis
Up 2 U
− How to identify and use effective business process measures − How to turn collections of data into useful and reliable information
Creds
− How to use basic statistical analysis − How to create effective process measures
11
Refs
− How to use process measurement tools and techniques that can be applied immediately
Awards
This course is for anyone involved in the design and management of business processes. In effect that’s anyone in a management role in any organisation. In particular, process analysts, business analysts, process team members, process managers, and process owners need to understand the concepts covered in this course.
− Basics of statistical analysis
Sizes
Who should attend
− Process measurement failure modes
Times
This two-day course provides valuable insights into the discovery, definition and management of effective process performance measures. In addition, the course gives students the basic statistical analysis tools that facilitate meaningful analysis of process performance data.
− Who is accountable for process measures
Course
MEASU RING PROCESSES
Summary
What you will achieve
Overview
TM04
TO R Q U E
C O U R S E D E TA I L S
M A N AG E M E N T
TM05 BUI LDING AND MANAGIN G A B US INESS PROCESS A RCH IT ECT URE (4 days) Course description This highly interactive course provides participants with an understanding of: -
-
The benefits of an Enterprise Business Process Architecture, including the alignment with strategy, integrated management and compliance frameworks and IT Architecture. A systematic methodology to build the Enterprise Business Process
-
The importance of aligning Process and Operational governance
-
How a BPM Centre of Excellence can support the Process centric organisation.
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The critical linkages between the process architecture and day-to-day operations and performance management.
-
Where the course is delivered in-house, exercises will focus on the “live� situation.
Who should attend This course is designed for managers of enterprises wishing to embrace the more strategic aspects of Business Process Management, Operational Excellence Managers, Transformation Managers, and IT Managers. What you will achieve -
A high-level view of your enterprise value chain(s) and process architecture
-
An integrated approach to Management, compliance and the Enterprise Process
-
The ability to articulate the benefits of a BPM Centre of Excellence and its integration in the overall Enterprise governance.
What you will learn -
The importance of alignment of business strategy and business processes
-
Managing relationships between processes, Management, Compliance and IT Frameworks
-
A methodology for building and maintaining the process architecture
-
An understanding of the benefits of a BPM Centre of Excellence, process governance and process change management
-
An understanding of Scorecards, performance management and continual improvement.
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TO R Q U E M A N AG E M E N T
I N TEG RATED MANAGEMENT FRA MEWORKS: QUALIT Y, MA N AG E MENT, COMPLIANCE
Context
They have multi-national quality and compliance programmes; They have deployed or seek to deploy
Remove the redundancies (and cost) associated with managing and operating multiple frameworks
-
-
Make quality and compliance more explicit, more effective and more consumable for workers
-
They have multiple product standards or regulations e.g. CE;
-
They have multiple process improvement methodologies and standards
-
They have a significant cost of
-
Link the goals of the frameworks to the business strategy
multiple quality frameworks, e.g. ISO, EFQM, CMMi, PAT;
compliance
13
Refs
-
Awards
-
Creds
They have multi-functional compliance requirements e.g. Fiscal, Product, Environmental, Health and Safety;
Up 2 U
-
Sizes
Organisations to whom this training is most applicable share some of the following characteristics:
Times
Thus, it is not uncommon for a medium size business to have in place a management system comprised of ISO9001:2008 or EFQM (Management framework), ISO14001:2004 (Environmental), OHSAS 18001:2007 (Safety), Sarbanes Oxley (Fiscal) and/ or other specific compliance requirements e.g. FDA code of federal regulations for the Life Sciences sector. In addition, various improvement methodologies may also be deployed such as Lean, Six Sigma, BPM, CMMI and others. Increasingly, organisations are seeking ways to:
Organisations that will derive most benefit from this course are likely to operate in a regulated sector or they are seeking to reduce their cost of compliance, harmonise multiple quality management systems, simplify quality and compliance activities or those seeking to gain a better understanding of the relevance and trends of process and quality frameworks.
Course
All organisations, large and small, profit and not–for-profit, have a management system. The management system may be formal or informal. Increasingly, the management system may be complex whereby it is subject to an ISO standard or sectoral standards, or subject to specific sectoral legislation.
This course is designed with senior process, quality and compliance professionals in mind – those charged with the challenge of building a single, unified, cost-effective response to enterprise quality, process and compliance requirements, or those seeking to raise process capability across the enterprise.
Summary
(4 days)
Who should attend
Overview
TM06
TO R Q U E M A N AG E M E N T
What you will achieve
What you will learn
− A high-level view of your enterprise Management, Quality and Compliance system, its reach and range across your organisation.
− From this course, participants will gain a good understanding of the main process and quality frameworks: trends, overlaps, gaps and the commonalities between the different process and quality frameworks.
− Identification of the benefits to be derived from integration of the frameworks and methodologies through proces − Options for unifying and integrating the frameworks − The ability to articulate the benefits of a single unified approach to Management, Quality and Compliance
− How all of these frameworks can be integrated and optimised through an enterprise, process-based approach. − Participants will also be provided with practical methodologies and techniques to strategise, analyse and build a single, unified process-based framework that they can adapt and implement when they return to their business. − The course is practical and hands-on. Participants are expected to bring their real world situations to the course for discussion and improvement. − Where the course is delivered in-house, exercises will focus on the “live” situation.
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TO R Q U E M A N AG E M E N T
The Greatest Move™ (1 day)
− Continually improving Processes What you will learn − The challenge of implementing effective & efficient Business Process Management − Why insight into your processes are important and necessary − The relationship between leadership and cooperation; between people and the objectives of the BPM organization? − How to design, optimise and manage processes
monitoring instruments
− How to control & manage a supply chain − What is the role of information in steering and optimizing your processes − What are the success factors for implementing, managing and improving processes − How to ensure good process Governance
15
Refs
− How to integrate compliance demands into processes
Awards
− How to translate the business goals into processes, performance indicators and
Creds
This course will prove to be a useful resource whether you are embarking on a change initiative or currently in the process of managing change. You can use it to inform your approach to a new initiative, to sanity check a current approach against best practices, to build teamwork skills with a change team.
− Monitoring and and steering processes
Up 2 U
This course is for any team seeking to apply BPM within their organisation, those wanting to kick-off a BPM project, those wishing to create process awareness within their departments. Team leaders, managers, and leaders – anyone with people management responsibilities – who are managing their team through a time of change. It will also be of interest to HR personnel who will be advising people managers during a time of significant change in their organisations.
− Implementing processes, measures and control instruments
Sizes
Who should attend
− Defining processes and assigning ownership for the processes and Process Performance Indicators
Times
Participants of the Simulation are confronted with situations they will recognize from their own working environment. At the same time the simulation allows participants to distance themselves from their own business environment; processes; and experience; and oversee the key aspects of BPM in action. The game is played by teams of 10-12 persons over three rounds.
− Analysing the AS IS and TO BE situation
Course
The BPM Simulation workshop “The Greatest Move™” is an interactive and realistic way to experience the essentials and the benefits of Business Process Management.
During this interactive workshop the team will experience and practise the following aspects of BPM: − Setting measurable targets
Summary
Course description
What you will achieve
Overview
TM07
TO R Q U E
CASE STUDIES
M A N AG E M E N T
Working Towards a Process Centric Organisation – Elisa Eesti
do the job. They devised and proposed the most coherent training programme involving three different courses that
Elisa Eesti, a subsidiary of leading Finnish
addressed the different needs of our
telecommunications group, Elisa Corporation,
business.”
was the first GSM operator in Estonia
“ Torque management’s two-month
to offer fast data speeds. To develop its organisation, Elisa decided in 2007 to make
training programme in 2009 empowered
business process management a critical
us ‘to go it alone’. Since then we
part of its strategic business plan. A ‘top-
created a structure that is providing real
down’ approach was taken involving board
results. Our initial process improvement
members and all employees.
projects have been successful and we continue to add more to the ‘process
Kristel Leisalu, Business Process
improvement pipeline’.
Management Project Manager,
“ Torque Management’s training
Elisa Eesti explains what they did …
programme gave us a very good basis
“ We identified and began to develop 10
for creating a single BPM language and
critical processes but then the project
for implementing a common process
became stuck we realised we didn’t
improvement methodology.”
actually know if we were on the right
“ We now have a way to identify
path. We didn’t know what to do next or how to go about implementing a
obstacles and opportunities for process
process-centric, organisation-wide
improvement. We also have a roadmap
BPM initiative. We also realised that if
for continuous process improvement.
we really wanted to implement BPM,
Our understanding of BPM enables
everyone would need to understand the
us to analyse, connect and improve
rationale for BPM and speak the same
cross-functional and cross-departmental
language.”
processes.”
“ The answer was BPM training – we
Elisa achieved its goal. BPM helped
focussed on BPM methodology training
transform and make the organisation
with workshops for 45 people and
successful. With 354,300 customers and
we wanted the best possible trainer.
320 staff, it continues to be a national leader
Following an exhaustive global search,
in telecommunications in the areas of retail
we appointed Torque Management to
network build and network operations.
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TO R Q U E M A N AG E M E N T
Refs
17
Awards
Torque Management addressed the organisation’s questions and requirements through an integrated approach involving training, assessment, governance for process management and quality and QMS strategy development.
Creds
3. How can “the four critical core processes” which are essential to the running of the organisation be re-engineered, quickly and effectively?
Torque Management’s Approach
Up 2 U
2. How can ‘process capability’ be embedded in the organisation, ensuring that existing resources, i.e. the staff, can continuously improve their activities?
appointed ‘process leaders’.
Sizes
1. What are the key components of a process-based QMS Strategy and what accreditation should the organisation seek?
− The re-engineering and improvement of one of the core processes was urgent and up against an unchangeable deadline. Dramatic improvements in process cycle-times, elimination of waste, re-training of staff and external stakeholders were required. This challenge was met by providing specialist expertise to support newly
Times
The regulator’s questions and requirements:
− As the organisation grew, a number of specialist operational “silos” developed. As a result, some processes were replicated in a number of silos, without any cross-referencing of activities. This ‘sub-optimal situation’ was a problem at an operational level, at organisational level and politically. This was ‘respectfully exposed’ by TM with recommendations for moving towards a shared services environment to manage common activities across business silos.
Course
Following a rapid expansion of its activities, it also needed to dramatically improve one critical core business process and to re-engineer three other core business processes. Torque Management’s aim was to transform the organisation, making it more efficient and cost-effective in its operations.
In addition to the usual challenges associated with changing an organisation’s entire culture, there were two specific issues to be addressed:
Summary
A national regulatory body appointed Torque Management (TM) to develop and introduce “a formal Quality Management System (QMS)”. The regulator’s strategic goal was “to be, and to demonstrate that we are an effective, efficient and well-governed organisation that delivers service excellence to our citizens”.
Special Challenges
Overview
New ‘business process management’ makes national regulator’s operations more cost-effective
TO R Q U E
OUR APPROACH
M A N AG E M E N T
Training − Following an intensive Business Management Training Programme, seventeen executives were nominated as ‘process leaders’ with responsibility for improving processes and embedding process-based working throughout the organisation. The training provided: − An introduction to ‘process’ and qualitybased thinking and methodologies − A standard methodology for conducting ‘process improvement’ which was integrated with the pre-existing project management approach − A single vocabulary for process & quality Assessment The organisation’s ‘current business and quality maturity level’ was assessed across the five key dimensions critical to the success of process-based quality system implementations: - Alignment and Vision with the business strategy - Leadership - Operating Model - Capability -
Infrastructure
TM’s assessment guided management discussions, set expectations correctly and provided a basis for the QMS implementation plan. Assessments will be repeated in the future to measure progress, identify gaps and prioritise activities. Governance for BPM/Quality Working with the management team, a gover-
nance plan was established; a project charter, governance, roles and responsibilities were defined; reporting mechanisms and targets were developed. QMS Strategy Development QMS Strategy Development incorporated eight key elements: - - - - - - - -
Baseline assessment of the organisation’s current processes Mitigation or elimination of current risks Development of a vision and quality policy Development of a project plan Identification of quality and compliance requirements Definition of the process ‘architecture’ Identifying and meeting stakeholder needs and wants Establishing appropriate governance
Concepts such as Process Architecture and Value Chain were new to the organisation and provoked discussions about re-definition of the organisation in a new, streamlined way in terms of processes rather than the current ‘functional silos’ structure.The move to ‘process-based’ operations, simplified the organisation’s day-to-day work. This eliminated wasteful process duplication and reduced costs. Results Through facilitation and coaching of ‘process teams’ who were involved in the initial four core process improvement initiatives, Torque Management delivered a new business process management capability to this national regulator.
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TO R Q U E M A N AG E M E N T
Over a six month period:
that delivers service excellence”.
− One core process was re-engineered and phase I of the new re-designed process was implemented:
− Process throughput increased by 40%
Up 2 U
− Process cycle reduced by 50%
Sizes
Embracing business process and quality management as the best way to run an organisation is a journey. In this case, the QMS is at an early stage of implementation… future phases will address more processes that will be implemented faster as internal process capability grows.
Times
− Torque Management’s ‘governance model for Process and the QMS/Process Centre of Excellence’ empowered the organisation to develop a whole new ‘process capability’.
Course
− 30 people were trained in BPM and QMS concepts.
− The QMS Strategy was developed and an accreditation standard selected. This enabled realisation of the national regulator’s strategic objective, “to be, and to demonstrate that we are an effective, efficient and well-governed organisation
Summary
− A Standard BPM Process Improvement methodology was implemented across the organisation. A ‘one way to do process’ philosophy was fully embraced by the management team.
− TM developed a single governance framework to manage, measure, monitor, and drive process improvements. This provides transparency, informs operational management and informs the organisation’s strategy.
Overview
Working with the corporate management team, a ‘quality management strategy’ was developed.
− Waste was eliminated Creds
− Quality was improved − Operations were Improved
Awards
− Three other core processes were re-engineered – and will improve all operations when fully implemented.
Refs
− A ‘value chain’ which took a single view of the organisation and identified duplicate activities, was documented and agreed.
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TO R Q U E M A N AG E M E N T
BUSINESS PROCESS MANAGEMENT TRAINING
Torque Management, Mill House, Millbrook, Naas, Co Kildare, Ireland. T +353 45 901 620 F +353 45 879 773 E info@torquemanagement.com W www.torquemanagement.com