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Business Process Management - Business Process Improvement - The nerve centre

Business process management , Business process improvements , technology , continuous improvements

Business Process Management :Business process improvement- The nerve centre .

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It is said “ Catch the right nerve and massage – You get the pain relieved”

Very true.

A yet to win Battle:

Improving business operations is a never ending activity that is often also a constant battle.

An Excuse:

It is viewed by many managers and staff members as an excuse for a wide range of negative actions.

Therefore the concept of improvement has gotten a "back seat" in many companies. This is truly unfortunate because constant improvement is vital to survival.

Misinformation :

There is a high level of misinformation concerning process improvement.
The problems experienced in many projects have been falsely blamed upon executive commitment or involvement by many self styled authorities.

Lack of skill on Doers and Consulting firms :

The real problems have been related mostly to the lack of skill in doing this work. This extends to many large consulting firms which have made a great many unrealistic claims and staffed large efforts with unqualified persons.

Old wine in New Bottle:
Process improvement is an old concept that requires new methods, approaches and techniques.

Right person for Right job:

Again contrary to popular claims, not every consulting firm is qualified to perform this service.

Success requires an understanding of
• business operations,
• motivators,
• the inter-relationships between activities and the assumptions that drive them,
• an understanding of technology and manufacturing production, and the
• ability to quickly define, analyze, evaluate and act.

Success also requires the
1. right goals,
2. strategy and
3. funding.

In reality, this activity has just completed its baptism under fire and it is now becoming a stable and reliable activity.

Total sweep will not work:
Normally it does not work with a concept that , “everything must change together at one time”

The basic efforts should focus on both improvement and training. There is no need to form large "study" groups that take people away in closed sessions for weeks. It is better to take small amounts of time, usually a couple of hours, from a great many people. This approach engages the staff and provides buy-in.

People have a vested interest in making the change succeed when they are part of the solution.

Efforts typically take six to eight weeks and many of the changes are implemented.

"Change works only when the right things are changed for the right reasons."

No need for Dynamite approach:
Effectiveness turnaround does not usually require the dynamite approach of some popular literature.

It rather requires the application of reasonable problem and improvement definition and correction techniques by creative people who understand how to channel change into a program of continuous self evaluation and improvement.

The key is understanding the
• business operation,
• the technology operation,
• the manufacturing operation (where necessary), and
• assumptions and rules that govern activity.

Ground Reality:
The concept of starting from scratch is useful in some cases, but unpractical in most. So the need of the hour is total understanding of Ground reality .

We rather suggest that change be based on three factors:
1) specific business goals
2) problem elimination
3) removal of impediments to success.

Role of technology:
Technology may or may not play a significant role in process improvement.

If a new system is to be implemented of, if the purchase or construction of a new system is pre-approved, technology can and usually is a significant change driver.

But, the redeployment of existing technology or the minor modification of existing capabilities can often result in improvement opportunity that is just as significant as new systems.


The Key to Process improvement:

The key to process improvement is to set the stage for evolution. Your processes will change; the question is:
Will they improve or deteriorate?
Change is often erroneously viewed as a one time action that will result in a perfect operation — one that will exist with little further change for many years.


The improvement methods should recognize the true nature of improvement — it never stops. Operations evolve.

So, why try to treat change as if it behaved in a predictable manner. Business activity simply negates predictability and static activity.

It is better to prepare the team to evolve in a controlled manner.

We believe that improvement is based on, properly controlled and channeled change. This is a significant competitive asset.

But, control over improvement requires that companies prepare for change and not simply view it as a series of unrelated actions.

Change is a powerful force that cannot be ignored — but, few companies really have been able to control it.

The methods, techniques and approaches to do so, exist now and can be quickly deployed in your company to provide responsiveness to business opportunities and the most effective, efficient operation possible.

Qualifications

Some of the Change agents provide process improvement and change management through unique proprietary methods, tools and techniques.


In this age of fierce competition, companies must strengthen what they do right and correct what they do wrong.

Speed and the Cost:
Business must also learn from the past, and apply this knowledge on a continuing basis. The basis for successful improvement has become an unprecedented nimbleness: the ability to change quickly and cost-effectively.

The vital methods of improving process yield the basic benefits of all process work: efficiency.

But the result should also deliver
• continuing improvement,
• challenging assumptions,
• state-of-the-art business modeling tools and
• teamwork.

Normally the process improvement works hand-in-glove with quality programs.

Most important is the approach that works and actually delivers what business process reengineering normally does not deliver: bottom-line improvements.


C.EASHWER – SINGAPORE
Published: 2006-05-05
Author: Chockalingam Eswaramurthi

About the author or the publisher
Iam a Professional writer dedicated to sharing the knowledge on topics of Public interest, be it Management , Leadership , Social service , World Politics , Personalities , Industries , Health , Computers , Policy making , Governments , Book review etc., Iam from Singapore . My e mail id is : eashwer@pacific.net.sg

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