Ractical example: business process optimization (BPO) –understanding a new topography in the process landscape

BUSINESS PROCESS OPTIMIZATION (BPO)

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PROCESSES ARE PERCEIVED AS BEING DIFFICULT – QUALITY SUFFERS

Some departments have already optimized their processes.But there are also many where this isn‘t the case.

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PROCESSES ARE PERCEIVED AS BEING DIFFICULT – QUALITY SUFFERS

SITUATION:

As a result of the new strategy focus of the past year, hot topics have been identified and will now be addressed. These include workflows and processes. A tall order for the organization, a challenging transformation. The quality of the products leaves a lot to be desired. This is also noticeable among customers and complaints have been increasing over the past two years.

The workflow and process chains are very complicated and not clear to the employees. This results in quality losses, especially at the interfaces. Problems are approached constructively and creatively - but it is also highly dependent on the individual skills and experience of the respective employee. The process landscape is only partially transparent and documented incompletely. The definition of key and support processes has not yet been clearly separated.

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NOW WE HAVE TO INCREASE OUR POTENTIAL!

We lack the tools and standardization in our processes to become more efficient.

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NOW WE HAVE TO INCREASE OUR POTENTIAL!

CHALLENGE:

The waste and friction losses between process steps and interfaces are difficult to ascertain.

There is hardly any standardization in processes and problem solving.

ptimization potentials remain unknown because there is no documentation of the current state and the definition of target processes is non-existent.

The License to Operate is on an increasingly thin foundation because core processes are not adequately documented.

Management has lost sight of what is going on.

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CREATING CLARITY AND CLEANING UP

SOLUTION:

The organization's core processes are clearly defined in their current state, simplification and optimization prospects are recognized and necessary restructuring measures have been defined.

New target processes have been developed, documented in an ISO-compliant manner and the implementation begins. The continuous improvement process is linked to the target processes and prepared for implementation.

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PROCEDURE MODEL:

CREATING CLARITY AND CLEANING UP

Assess the process landscape and identify and prioritize key processes

Create a process map and break it down into individual measures

Assess the current status of prioritized processes

Identify initial optimization possibilities

Develop new target processes

Pilot and implement new processes

Plan for implementation of the continuous improvement process and its execution

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PROCEDURE MODEL:

CREATING CLARITY AND CLEANING UP

ANALYZING & PRIORITIZING

„Reality Check“ Workshop1-2 DaysProcess Participants

DESIGN

Kick-off and DesignWorkshops 1-2.5 Days EachManagement & Middle Management

PILOTING & ROLL-OUT

Umsetzungs-Workshops 1 Day EachProcess Participants

SUSTAINABILITY

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SOLUTION: IT COULD LOOK LIKE THIS

ANALYZING & PRIORITIZING

Goal:● Documentation of the current

state of core processes

● Identification of initial optimization processes

● Formation of project teams andassignment of objectives andresponsibilities

● Adaption, definition anddocumentation of currentprocesses with stakeholdersand KPI´s in all departments

● Analysis and assessment ofinitial optimizing prospects

● Presentation of results to thesteering committee

● Prioritization of key processchanges to be implemented during the optimization

DESIGN

Goal:● Definition of target processes

that need to be restructured

● Examination of existing processes

● Development of new targetprocesses

● K&P recommends approachfor optimization

● Review of processes from a customer perspective (processorganization), identification of potential changes

● Design of processes accordingto time, quality and cost expenditure

● Benchmarking of processes

● Determination of process owners

● Documentation of new processes

PILOTING & ROLL-OUT

Goal:●Piloting of target processesin pilot areas

●Implementation of processes(+ KVP)

Restructuring of processes:●Top-down introduction ofprocesses

●Integration of process participants

KVP process: ●Implementation of a KVP process

●Introduction, moderation and monitoring progression

SUSTAINABILITY