Torque Management - Business Process Management - BPM

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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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

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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)

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TM06 Integrated Management Frameworks:Quality,

TORQUE MANAGEMENT FORMAL TRAINING ACCREDITATIONS

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REFERENCES

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Management, Compliance (4 days)

13

TM07 The Greatest Move™ (1 day) 15

IN-HOUSE BPM TRAINING REFERENCES

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CASE STUDIES

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Working Towards a Process Centric Organisation – Elisa Eesti

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New ‘business process management’ makes national regulator’s operations more cost-effective

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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.

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− 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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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

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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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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.

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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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(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

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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: -

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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

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The importance of aligning Process and Operational governance

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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.

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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

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An integrated approach to Management, compliance and the Enterprise Process

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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

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Managing relationships between processes, Management, Compliance and IT Frameworks

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A methodology for building and maintaining the process architecture

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An understanding of the benefits of a BPM Centre of Excellence, process governance and process change management

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An understanding of Scorecards, performance management and continual improvement.

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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

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Make quality and compliance more explicit, more effective and more consumable for workers

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They have multiple product standards or regulations e.g. CE;

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They have multiple process improvement methodologies and standards

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They have a significant cost of

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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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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

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− 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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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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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