Designing and Deploying Human Centric Processes

Many efforts have been carried out in recent years to re-engineer processes to automate all or parts of them. A large number of companies have changed to streamline their processes as a result of the introduction of new software systems, the goal of managing the back-and front office. The companies have also taken care processes across corporate boundaries, to optimize communication with customers, suppliers and partners. A peculiarity of thisInterest that has been driven by technology.

In recent years, we have the introduction of ERP and CRM systems, content and document management systems, workflow automation applications, etc. .. seen, that is) (or hopefully help companies more efficient use of their resources. It seemed that CIOs believe that an impressive IT portfolio would lead directly to improved processes.

However, less attention has been focused on the human side of processOptimization. A lot of money to pay a team of a world-class consulting firm, the "best of breed software licenses, etc. .. spent and it is common that the importance of using the new processes effectively is underestimated. Designing and documenting improved processes do not create value for the company. Only when these new processes in the real world are created out of the value.

If we take the popular metaphor that a company compared to an orchestra,They have the best musicians (employees) play the best tools (software) systems with the notes (processes) in order. Value is displayed when they play together in a coordinated way to begin.

The goal of most business process reengineering (BPR) projects is to improve the quality of products and services produced, reduce costs, to reduce development time, improve customer satisfaction, etc. .. The bottom line is what you need to achieve, that the people working in anew and more efficient manner.

The success of a BPR effort, especially if the process will be undertaken by individuals, is therefore highly dependent on understanding the citizens of the following concepts:

"Who does what, how, when and where"

Who. The person responsible for each task in this process must be clear. It must be clear who is responsible for each activity.

What. The characteristics that the output of the activity must comply with its obligations. The value it for the processObject.

Like. The manner in which the task must be performed be clearly known and explicit (documented) with the required level of detail must. It is important that this series of descriptions and instructions are easy to update, so that best practices and lessons learned recorded and used extensively learned.

When. Which activities precede and follow the task.

If the activity is carried out.

The importance of efficient provision of a process is also dependent on theNumber of people who are following the procedure. The higher the number, the more value the efficient use is available. Think of the claim processing department of an insurance company, to analyze the human mortgage requests in a commercial bank or a large call center. These units typically have a large number of people who perform the same process.

The goal is that the people they lead the execution of the process as close as possible to the new version of the process in the shortestpossible time. These two variables are very important to delivering value and recover the resources invested in the process of reengineering.

Some of the practices that may contribute to this goal is also that the methods easily accessible .. in a format that facilitates the appearance, training, controlling, incentivating compliance, etc.
But the application of this technique alone is not a synonym for success.

The real challenge is to buy in. ParticipantsThis has been social and cultural factors must be considered, and change management, knowledge management, management of expectations, etc. .. come into play.

Experience has shown, especially with the knowledge of workers that ensure the involvement of process participants in decisions that affect them, that they are well informed and give them the feeling that their views are taken into account, is more effective than it force on the newProcesses. While there are some cases were strict discipline must be used to enforce compliance with the process, it is usually better, good attitude, as a reward to punish non-compliance.

Once the process is governed by the new method, it is also very important to enable feedback to the system implemented. Process participant opinions are extremely important step of the process, and it is likely that they are some good ideas, they should be enhanced. For example, one's ownTask in a manner to be institutionalized as best practices that can include the method used, and all participants in the process.


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