BUSINESS PROCESS RE-ENGINEERING

Introduction

 

Business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. When re-engineering business processes, companies start by learning to see their current processes by constructing a ‘as is’ process maps, they then use blank sheets of paper to redesign the existing processes in order to deliver more value to the customer while producing greater efficiencies for the company and more rewarding jobs for employees – this is the ‘to be’ processes. They also explore the whole system – not just the processes but how those processes are organised and managed – together with the cultural challenges that need to be addressed. that places increased emphasis on customer needs.

 

 

Aims

 

The overall aim of this course is to give delegates the skills and confidence to improve business processes. That includes: using tools to develop insights into the performance of current processes and, then, deploying other tools to improve the performance of those processes for the benefit of customers, the company and employees.

 

 

Objectives

 

By the end of the programme delegates will be able to:

  1. Explain the purpose of process re-engineering;

  2. List the dimensions of customer service – the focus of any improvement activity;

  3. Explain how gaps arise between customer expectations and their perceptions of their experience;

  4. Identify the delivery gaps that will benefit from process re-engineering;

  5. Describe how to identify in-process waste and how to reduce/eliminate it;

  6. Describe how to identify in-process variation and how to reduce/eliminate it;

  7. Demonstrate an ability to use a range of process mapping tools to create current state maps;

  8. Demonstrate an ability to use process mapping tools to create future state maps;

  9. Explain the Deming Cycle for testing re-engineered processes;

  10. Describe the challenges, cultural and procedural, of deploying re-engineered processes.

 

 

Methods

It is our intention to give you an opportunity to develop competencies for you to re-engineer your business processes. In order to achieve this, we will present you with a range of learning experiences including presentations, case studies, exercises and simulations.

 

 

Duration:   5 days

 

 

Who it's for:

All levels of managers, supervisors, employees, business improvement professionals in service sectors who are seeking to develop skills to re-engineer key business processed to deliver organisational efficiencies while improving the experience of their customers.

 

 

Course Content

 

 

Day 1

  • Introductions, course objectives, personal objective and, methods

  • Exercise: the purpose of Business Process Re-engineering

  • Customer expectations and customer perceptions of their experience

  • How customers rate your organisation – your real competitors

  • Exercise: identifying gaps between expectations and experience

  • How customers perceive their experience

  • Exercise: using an Affinity Diagram to identify the dimensions of customer expectations

  • Review of Day 1 and Action Plans

 

 

Day 2

  • Review of Day 1 and plans for Day 2

  • The RATER Model and the dimensions of customer expectations

  • Using the SERVQUAL Model to identify gaps between expectations and experience

  • Exercise: identifying in-process waste – the 7 classic wastes + 4

  • Quality Control v. Quality Assurance

  • Batching v. one piece flow and how to balance a line

  • Process mapping

  • Review of Day 2 and Action Plans

 

 

Day 3

  • Review of Day 2 and plans for Day 2

  • Level 1: the SIPOC mapping

  • Exercise: producing a SIPOC map

  • Flowcharting

  • Exercise: producing a Flowchart

  • Swim Lane process mapping

  • Process Sequence Mapping

  • Exercise: producing a Process Sequence Chart for a factory operation

  • Exercise: producing a Process Sequence Chart for a service operation

  • How to calculate AdeltaT, a measure of the relationship between actual process time and theoretical process time

  • Spaghetti Diagrams

  • Exercise: producing a Spaghetti Diagram

  • Review of Day 3 and Action Plans

 

 

Day 4

  • Review of Day 3 and plans for Day 4

  • Value Stream Mapping

  • Exercise: producing a current and a ‘blue sky’ Value Stream Map for a factory operation

  • Exercise: producing a current and a ‘blue sky’ Value Stream Map for a service operation

  • How to calculate Takt Time

  • Pit Stop Processing – how to externalise non-value-added activities to focus on customer delivery

  • Structural barriers to deploying re-engineered processes

  • Exercise: a 3P exercise – Product & Process Problem – process re-engineering

  • The Deming Cycle

  • Review of Day 4 and Action Plans

 

 

Day 5

  • Review of Day 4 and plans for Day 5

  • The problems caused by in – process variation

  • The difference between Common Cause and Special Cause variation

  • Normal distribution and the central tendency

  • The Deming Control Charts

  • Exercise: how to calculate Standard Deviation

  • Exercise: how to construct and deploy a Control Chart

  • Process Improvement Tools

  • Exercise: constructing a Pareto Chart

  • Exercise: constructing a Cause & Effect Diagram.

  • Cultural challenges to the deployment of re-engineered processes

  • Review of Course, Action Plans and Follow-up

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