From the BPM Quarterly E-Zine…http://docs.media.bitpipe.com/io_25x/io_25481/item_401189/sSOA_BPMezine_v2.pdf
What Constitutes Success?
‘Know up front what the process improvement is that the organization wants,’ advises Hill. That involves setting clear definitions and goals for improvements, such as shorter cycle time, high through-put or increased productivity.
But don’t limit your BPM program to operational improvements; think about using it to build business as well. Says Hershman: ‘It’s not just about cost-cutting and efficiencies. It’s about growth, being easier to do business with and focusing on the customer. A BPM program can really help enable business results.’
Once you know where you’re starting from and where you are headed, you can measure improvements.
Critical areas of business process improvement include:
Removing non-value added activities – It doesn’t make sense to perform activities within a process that don’t speed up the process, that don’t make the process run more efficiently and that don’t make it easier for the customer to buy from you.
Handoffs – Typically, the hand off between you finishing your activities and the next person beginning theirs is error prone. And, if poorly managed, this can cause more severe complications later in the process.
Customer touch points – Many BPM projects don’t address the customer. When you are approving your processes, be sure to take into account the customer. Focus on the improvements that would make it easier for your customers to do business with you.
Sure, we want to cut costs and be more efficient – but if you can make it easier for people to do business with you, you could also increase revenues. Talk about a Win/Win…
What has been your strategy for improving processes? What have you learned? How would you approach improving processes today?