Process Management

Benefits of Process Management

There are many benefits of adopting a process-centric approach:

Firstly, as work is formalised into processes, a natural consequence is that employee responsibilities are restructured to meet the needs of the process. Research has shown that role clarity  and alignment is the single most important factor in productivity and employee engagement.

Secondly, work is made visible, which highlights work-in-progress and bottlenecks. This further allows improvement initiatives to be focused where it will have the greatest impact. Wasteful effort will be eliminated and resource capacity freed up for more useful work.

Thirdly, decision-making is accelerated as managers discard their gut-feel and begin to trust the data presented to them. This creates further reinforcement management policy which delegates authority to people who do the work.

Fourthly, Audits and Inspections for compliance and regulatory reasons become less onerous. Managers can confidently respond to auditor requirements with documented processes and evidence to support this.

Fifthly, Employees begin to achieve a level of FLOW, where work becomes a source if internal satisfaction instead of a burden to be avoided.

Sixth, processes will become aligned to strategy, which translates into a more nimble organisation which can more readily adapt to a change in strategy. 

The Process Management Course

This is a custom course which is built from a variety of workshops which Louis Stanford has facilitated over the past 10 years.

It is vital to first equip delegates with the ability to identify and unlearn their existing assumptions and beliefs. Delegates are encouraged to discuss and challenge the myths of management through an examination of the “40 F-laws of Management”.

The remainder of the course combines both theory and both facilitators practical experience to give delegates a clear understanding of designing, documenting and implementing processes. This is accompanied by a healthy dose of case studies, exercises and discussions which put the theory into context.

Delegates will leave the course equipped the knowledge and skills to adapt their new-found knowledge in the workplace.

Course Content

Section 1. Introduction to Process Theory

Process Theory is introduced to ensure that all delegates have a similar level of understanding of process-centric management, principles and benefits. Delegates are also encouraged to participate in a discussion about the attitude, beliefs and culture that allow processes to degrade into bureaucracy.

  • The value of process-orientation
  • Bureaucracy, and how to avoid it
  • The 40 Management F-Laws
  • Process Governance
  • Processes as a Strategic Capability
  • Increasing the velocity of Decision-Making

Section 2: Terminology

Delegates are taught basic terminology in order to identify the elements of a process:

Inputs Measurement Demand
Outputs Variation Failure Demand
Execution Capacity Roles & Responsibilities
Feedback Throughput Decisions
Resources Constraints/Bottlenecks Knowledge

Section 3. Process Mapping & Analysis

  • Identifying a process
    • Exercise: Value Stream Mapping
  • Understanding Sources of Demand
  • Identifying a Process Owner
    • Exercise: The RACI Matrix
  • Business Process Mapping Notation (BPMN)
    • Explanation of symbols
    • Designing a suitable Process Documentation Format
    • Designing a Documentation Library
    • Demonstration of Web-Based Process Library
  • Guidelines for designing a process

Section 4. Process Improvement

Delegates are introduced to a method of improving process performance by understanding how the process is currently performing, understanding patterns of demand and how it delivers value; understanding inefficiencies and sources of waste and the impact on the customer.

  • Introduction to Process Improvement
  • Elijah Goldratt and Goldratts Theory of Constraints
    • Capacity vs Throughput
    • Identifying Bottlenecks
    • Eliminating bottlenecks
    • The perils of local optimisation
  • Change Readiness Assessment
  • Process Capability
    • Understanding causes of Variation
    • Acting on causes of variation
    • Exercise: The Red Bead experiment
  • Process Maturity Models

Section 5. The Human Element

Processes are ultimately executed by humans. Even the best designed process is susceptible to the vagaries of human nature. This section addresses Organisational Behaviour Management, and explores what motivates people, and some of the latest research in management theory.

  • W. Edwards Deming and the Toyota Way
    • The 7 Sins of Management
    • The 14 Principles of Management
  • From Strategy to Execution
  • Process Documentation

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