Checklist to improve business processes
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1
FEASEBILITY
1.1
CEO lobbyist of the project
1.1.1
Find time for project
1.1.2
Ready to assign project issues to his subordinates
1.2
At least some of the processes occurring in the company are regularly repeated
1.3
The company has a stable financial state
1.4
Staff turnover is ok?
1.5
At least one of the top managers is a lobbyist for the project
2
INITIAL PLANNING
2.1
How is in the work group
2.2
Define the rules for periodic meetings
2.3
Start maintaining a general glossary of terms
3
INITIAL TRAININGS
3.1
Introducing the glossary of terms
3.2
Choosing a notation for business processes
3.3
Conduct training for chosen notation
4
DIVIDE PROCESSESS
4.1
Divide processess to group
4.1.1
Main
4.1.2
Providing
4.1.3
Management
4.1.4
Development
4.2
Write down the names of the processes for each group
4.2.1
Common sense
4.2.2
Different customers - different processes
4.2.3
Different customer value - different processes
4.2.4
Significantly different scope of work - - different processes
4.2.5
Attracting a customer and selling to a customer, as a rule,different process
4.3
Determine priority of BP describing
4.3.1
Where more things to optimize
4.3.1.1
More problems happen at unit boundaries
4.3.2
Where more turnover, profit and etc
4.3.3
Where easier
5
DESCRIBE PROCESSES (AS IS)
5.1
DO NOT describe all processes at once
5.2
Process name
5.3
Process goal
5.4
Process roles
5.4.1
Architect
5.4.2
Operations manager
5.4.3
Who must be informed
5.4.4
Who to consult?
5.5
Project steps
5.5.1
Single detail level
5.5.2
Steps describe all process
5.5.3
Linear process
5.5.4
Step number
5.5.5
Step name
5.5.6
Step results
5.5.6.1
If there are many results, then enlarge
5.5.6.2
Files
5.5.6.3
Material things
5.5.6.4
Every step must leave footprint
5.6
Decompose steps
5.6.1
SIPOC for important and poorly performing processes
5.6.1.1
Step name
5.6.1.2
Responsible for step
5.6.1.3
Outlet. Step results
5.6.1.4
Client
5.6.1.5
Inlet
5.6.1.6
Suplier
5.6.2
For important processes describe KPIs
5.6.2.1
Efficiency
5.6.2.2
Effectiveness
5.6.2.3
For whole process
5.6.2.4
For steps
5.6.2.5
Relatively simple and automated calculation
5.6.2.6
No for two way interpretation
5.6.2.7
Indicator value history
5.6.2.8
Responsible with authority
6
DESIGN IMPROVEMENT
6.1
It is better to use incremental methods, PDCA
6.2
In the work group, not by myself
6.3
1-st stage
6.3.1
Small victory tactics + Common sense
6.3.2
Interview with participants of the process about improvements
6.3.3
Siimplify processes
6.3.4
Are all steps really needed? Remove unnecessary
6.3.5
Look for problems on the departments divides
6.3.6
Looking for insufficient control
6.3.7
Redundant steps through the hierarchy - vertical wells
6.4
2-nd stage
6.4.1
Set the goal of improvement. One per iteration
6.4.1.1
Reducing time
6.4.1.2
Reducing defects
6.4.1.3
Increase conversions
6.4.1.4
Reducing cost
6.4.1.5
Increase client satisfaction
6.4.2
Statistical Methods, Paretto Law, Fishbone
6.4.3
Automation design
6.4.3.1
Foolproof
6.4.3.2
Minimum time and effort
6.4.4
5W
6.4.5
Customer feedback
6.4.6
5S, Lean
7
IMPLEMENTATION OF IMPROVEMENTS
7.1
Role-playing game in the workgroup
7.2
Pilot implementation for the small direction
7.3
Redisign. Go to the branch #6
7.4
Approval of new rules
7.5
Preparation
7.5.1
Training for participants of BP
7.5.2
IT systems settings
7.5.3
Documentations changes
7.5.4
Changes in the inducement system
7.6
Process control
7.7
Help for participants
7.8
Encourage for proper operation
7.9
Punish for multiple violations
7.10
Freezing. Do operations without changes
7.11
Next circle. Go to the branch #6