Procesdenken

(Hoe) doen we dat in Nederland ?

Programma

• Inleiding• Een korte kennismaking met processen• Discussie in groepjes rond de vragen:

• Welke rol speelt procesdenken in de eigen organisatie• Waar zie je het terug• Helpt het (en waarvoor dan)• Past het binnen de organisatie• Waarom: welke factoren kunnen hierbij een

remmende / bevorderende invloed hebben• Welke rol vervult het management hierbij• Verschuift dit in de toekomst?

• Plenaire terugkoppeling

Een korte kennismaking met processen

• je kunt op verschillende manieren naar een organisatie kijken, bij voorbeeld vanuit invalshoeken als• functie• markt• proces• ....

• de organisatiestructuur geeft vaak een of meer van deze invalshoeken weer

• als ze er niet in de structuur zitten, bestaan ze natuurlijk toch nog steeds

een functionele organisatiestructuur

management

boekhouding financiën personeel

productie verkoop administratie

Advantages:

- capability development

- flexible use of manpower

- high utilisation of capacities

een productgerichte organisatiestructuur

management

health car life

underwriting claims marketing

Advantages:

- better involvement with product

- product knowledge / fit ends and means

- reduced leadtimes / quality control

een geografische organisatiestructuur

management

Europe The America’s Australasia

Operations sales administration

Advantages:

- customer contacts

- adapt to local situation

- transport costs

een marktgerichte organisatiestructuur

Operations sales administration

management

retail whole-sale government

Advantages:

- cater to customer wishes

- lower marketing costs

- flexibility towards customer

Arguments for selecting a specific

structure:

• effectiveness (structure follows strategy)

• efficiency• controllability• vulnerability• flexibility• staff development• manpower availability

The function of a person

Tasks which are part

of the job description

(what the person does)

The functions of an organisation

What the organisation does

Bij functies onderscheiden we:

Common element in all cases:

Focus on:

- what is done

- the nature of work

Not on:

- how it is done

- why it is done

Functies zijn stabiel

The basic functions of a bank are:

- acquiring money through offering payment of interest

- lending this money at a higher interest rate

- administrating these activities

- advertising the existence of the bank

- managing the process

This has not changed since the dawn of banking

Example: Function areas of a medium

sized manufacturing firm

business planning

finance

product planning

materials

production planning

production

sales

distribution

accounting

personnel

Function characteristics:

- a function is ongoing and continuous

- a function is NOT based on organisational structures

- a function categorises ‘WHAT’ is done, not ‘how’

- functions are studied at the organisation level

Model view: process (I)Functional decomposition has been used during the seventies,

eighties and early nineties of the last century as the main basis for developing organisational information infrastructures

because of • the ease of understanding of the resulting model• the stability of the resulting model• insight in organisational capabilities the model provides• the close link between the model and prevailing organisational

management practices• and because of the stability of much of industry at the time

Since stability was destroyed by ICT-development we need additional views

Many definitions of ‘process’ exist.

• A structured, measured set of activities designed to produce a specified output for a particular customer or market (Davenport)

• A collection of activities that takes one or more inputs and creates an output that is of value to the customer (Hammer / Champy)

Or more informal:• A set of activities that together answer a customer request

(Kusters)

Remark: a process is not an a procedure which describes ‘HOW’ an is activity is (should be) carried out. Procedures change over time and are designed after the business modelling activities are completed

Heeft het effect?

• Harley-Davidson cut delivery time from 360 to 3 days• Citybank cut the time required to process a mortgage

application from 30-60 days to 15 minutes• Sheraton ran a typical 300 room hotel with 40 managers

and 200 staff, now the numbers are 14 and 40 with increased customer satisfaction

• Bell Atlantic reduced from 15 to 3 days the time required to install new communications circuits for business and cut associated labour costs from $88 million to $6 million

• ...

Of niet?

• General Motors and IBM won through the implementation of a total quality management initiatives the Baldridge award for quality at the same time that their economic and competitive performance was plummeting

• An insures cuts claims process time by 44% while profits drop

• 50 - 70 % of reengineering projects fail• a similar % is reported for TQM programs

From which we might conclude that:• It is difficult to target the right improvement area• It is difficult to change

Process thinking revolves around these

questions• Whenever the label ‘process’ is attached to something (e.g.

product development), who exactly is the customer, that is the person or community to which the outcome matters

• What must happen for the customer’s request or need to be satisfied?

• What value should be created by the process for the customer?

• Who does the work? Who must work together?

• How is the work to be co-ordinated?

• Can ICT be exploited to improve co-ordination? Redesign the activities? Empower the people who do the work? Augment training? Alter incentives?

Typical processes:

Operational Management

product development performance monitoring

customer acquisition information management

customer requirements identification asset management

manufacturing human resource management

integrated logistics planning and

order management resource allocation

post-sales services

Model view: process (IX)

research and development

marketing manufacturing

New Product Development

Com

petit

or a

naly

sis

Mar

ket

rese

arch

New

pro

duct

pro

toty

pe

A typical cross-functional process

process versus functie

Function Process

independent of org. struct. independent of org. struct.

stabiel stabiel

focus op ‘wat’ focus op ‘wat’

aggregate by nature of work aggregate by goal

continuous begin and end

kernwoord: capability kernwoord: product

A functional approach was invented to create effectiveness and control, it was not specifically aimed at efficiency nor at flexibility

IT enables a process focus with increase efficiency and flexibility while maintaining effectiveness and control.

Functie Proces

Wat men kan doen Wat men doet

1

1.21.1

1.1.1 1.1.2 1.2.1 1.2.2

1

1.21.1

1.1.1 1.1.2 1.2.1 1.2.2

An approach that can be taken

(Business Process Redesign)develop business vision and process objectives

cost / time reduction

output quality

quality of work life / learning / empowerment

identify processes to be redesigned

exhaustive (identify all; prioritise)

high impact (identify most critical processes)

understand and measure current processes

identify current problems and set baseline (globally)

identify IT levers

brainstorm / structured discussion of IT capabilities

design and build a prototype of the process

Main characteristics:

its process and customer oriented

its ICT-based

its radical

its empowerment and team oriented

- the radical (clean slate) approach

current processes are riddled with assumptions regarding time, place, order of activities

the assumptions are implicit because it used to be unthinkable to deviate from them

IT enables the elimination of many of these basic assumptions,

The BPR approach stimulates thought processes in that direction

Model view: process (XV)

Effects:

motivation

commitment

flexibility

responsiveness

productivity

quality

Waar tref je het procesdenken aan:

• in de organisatiestructuur ?• via de aanstelling van procesmanagers ?• in het kwaliteitsysteem ?• in de aansturing van de productie ?• in de informatiesystemen ?• in de wijze waarop de organisatie zicht naar

buiten presenteert ?• ...• ...• ...