Change or Die: The Business Process Improvement Manual, 1st Edition (Paperback) book cover

Change or Die

The Business Process Improvement Manual, 1st Edition

By Maxine Attong, Terrence Metz

Productivity Press

378 pages | 40 B/W Illus.

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Description

Leadership success depends on clarifying and simplifying complex problems while maintaining a positive outlook. Change or Die - The Business Process Improvement Manual provides you with the tools to do so. Packed with more than 70 pages of workshop tools, agendas, and activities that detail each of the six stages of the business process improvement (BPI) method, it presents a BPI method that promotes the use of facilitator-led workshops to help you and your team make better decisions.

Developed from empirical research and bolstered by the results of client experience from hundreds of hours of facilitated workshops and BPI activity, Change or Die employs the authors' ENGAGE methodology. To ensure your team achieves its deliverables, the authors walk you through each BPI method. In each chapter you will find:

  • Objectives and deliverables clearly identified
  • Real-world examples from companies the authors have worked with—presented using a global manufacturer as an example
  • Activities, questionnaires, and examples
  • A self-assessment tool to help you measure progress, identify gaps in team performance, and determine team readiness for the next stage

This resource-rich book includes a CD with supplemental activities, challenges, facilitated workshops, templates, tables, and questionnaires—tools designed to ease each participant’s path to project success.

Table of Contents

Case Study: URHere Co.

Company Background

The GPS Industry

Strategy Map

Scenario

Structure of URHere

Vision and Goals

Build or Validate the Vision

The Challenge

State the Vision

Creating Vision

Set Goals

Perform Gap Analysis

Perform Skills Analysis

Perform Gap Analysis

Illustration

SMART Objectives

Check for Alignment

Develop Action Plan

Relevancy to Business Process Improvement

Change Management

Background

Introduction

People Fear Change

Culture

Business Unusual

Fear

Change Management

Change Management Defined

Managing Change

Develop Components

Conclusion

Stakeholder Analysis

Define Organizational Stakeholders

Process Stakeholders

Group Stakeholders

Acknowledge Stakeholder Interests

Define Stakeholder Strategy Plan

Develop Stakeholder Strategy Plan

Define Communication

Develop a Communications Action Plan

Define Outreach Role

Select Outreach Member

Define Stakeholder Analysis

Determine Stakeholder Risks

Define Stakeholder Opportunity

Perform Detailed Stakeholder Analysis

Mitigate Behavior

Update Analysis

Conclusion

Core Process

A Process Is

Define Core Processes

Determining Core Processes

Identifying Core Processes

Step 1: Define the Organization’s Purpose

Step 2: Determine What the Organization Does to Support Its Purpose

Step 3: Identify the Processes

Step 4: Define the Processes

Step 5: Ask the Question—Challenge

Process View

Define Core Processes

Activities

Tasks

Process View

Conclusion

Business Process Improvement

Definition

Beliefs

Teams

The BPI Approach

Conclusion

Facilitation and Business Process Improvement Methodology

Overview

Benefits

Components

Group Size

Roles

Workshop Life Cycle

Disciplined Leadership

Overview

Guiding Principles

Primary Skills

Considerations

People Principles

Ground Rules

Groups and Conflict

The Case for Business Process Improvement

Labels

Why We Need Business Process Improvement

Vision, Goals, and Objectives

Interactions

Reports Analysis Activity

Step 1: Identify the Reports

Complete the Table

Step 2: Why the Reports Exist

Step 3: How to Eliminate the Unnecessary Reports

Conclusion

Tools for Business Process Improvement

Project Issues

Project Tools

Project Plan

Project Team

Team Composition

Team Charter

Project Budget

Project Timetable

Build Project Plan

Risk and Opportunity Registers

Risks

Risk Register

Opportunity Register

Lessons Learned

Documentation Plan

Process Selection

Introduction

Step 1: Establish What Is Important to the Organization

Step 2: Match Each What to One or More Processes

Step 3: Select from the Competing Whats

Process Characteristics

Introduction

Definitions

Process Characteristics Illustrated

Workflow Diagrams

Overview

Introduction

Questionnaire

Creating Workflow Diagrams

Test the Workflow

Walkthrough

Departmental Flows

Conclusion

Workflow Characteristics

Introduction

Value-Added

Activities

Non-Value-Added

Activities

Conclusion

Phase Gate One

Accomplishments of the Process Management Team

Role of the Process Examination Team

Dreams of the Process

Test Driving the Vision

Setting Goals

Align Goals to Vision

Perform Gap Analysis

Set SMART Objectives

Objectives

An Illustration

Develop Action Plans

Check for Alignment

Conclusion

Process Measurements

Why Measure?

Measurement System

Measurement Types

Process Measurements

Process/Efficiency Measures

Selected Process Measurements

Measuring Inputs

Measuring Time

Measuring People

Output Cost

Purpose of Efficiency Measures

Decisions about Inputs

Decisions about Time

Decisions about People

Output/Effectiveness Measures

Purpose of Effectiveness Measures

Decisions about Output Measures

Decisions about Features

Decisions about Conversion

Other Processes

Decisions about Customer Satisfaction

Decisions about Customer Preferences

Outcome Effectiveness and Customer Satisfaction

Purpose of the Output Effectiveness Measure

Goals, Objectives, and Measurements

Conclusion

Strengths and Weaknesses

Process SWOT

Step 1: Identify Internal Strengths and Weaknesses

Step 2: Scan the External Environment

Government

Economic

Technological

Step 3: Prepare the SWOT Matrix

Step 4: Compile Strategies

Weaknesses

Threats

Opportunities

Strategies

Step 5: Validate Goals and Objectives

Conclusion

Business Process Improvement Planning

Purpose of Business Process Improvement Plan

Business Process Improvement Plan Elements

Executive Summary

The Problem

The Solution

Resources Needed

The Process

Vision, Goals, and Objectives

SWOT Analysis

Project Dream Team

Risks

Opportunities

Resources

Next Steps

Conclusion

Phase Gate Two

Accomplishments of the Process Examination Team

Role of the Process Dream Team

Assumptions and Rules

Example

Introduction

Assumptions

Testing

Step 1: Identify Assumptions

Step 2: Validate Assumptions

Step 3: Change the Activities That Are Invalid. Replace with New Ideas or Discard

Discard Assumptions

Generate New Ideas

Uncertain Assumptions

Step 4: For Assumptions That Hold True, What Can We Do to Change Them?

Results

Rules

Impact

Improve the Process

Alignment

Begin to Design

Questions

Non-Value- Added Activities

Value-Added Activities

Rules and Assumptions

Constraints

Technology

Design Again

Benchmarking

How to Benchmark

Improvements at the Service Center

Design Details

What Next?

Return to the Vision, Goals, and Objectives

Return to Stakeholders Analysis

Communications Plan

Conclusion

Phase Gate Three

Accomplishments of the Dream Team

Role of the Process Implementation Team

Implementation Plan

Background

Illustration: New Payroll System

Who: Implementation Team

What and When: Implementation Plan

Implementation Budget

Testing

Determine What to Do

Pre-implementation

Change Management

How to Implement

Post Implementation

Implementation Report

Conclusion

Phase Gate Four

Procedures

Bent Cookies

Recipe for Procedure

Purpose of Procedures

Developing Procedures

The Target Audience

Application of the Procedures

Life Cycle of the Process

Procedures Document

Writing Procedures

Procedure Deployment

Changing Procedures

Example: Procedure Management

Audit

Background

Why Audit

Materiality and Impact

Sampling

What to Sample

How to Sample

Sampling Results

Sampling Risk

When to Audit

Audit Team

Audit Preparation

Audit Method

Conducting the Audit

Audit Findings

Recommendations

Audit Reports

Audit Meeting

Audit Check

Issue Closure

Audit Evaluation and Findings

Conclusion

Phase Gate Five

Wrap-Up

Final Report

Executive Summary

Problem and Solution—the Report

Project Teams

New Process

Stakeholders

Risks and Opportunities

Lessons Learned

Budget Comparisons

Timetable

Return-on-Investments (ROI)

Outstanding Issues

Conclusion

Handover

Dismantling the Project Team

Documentation

Other Processes

Conclusion

Appendix A: Structuring Your Workshop

Well Codified

The Beginning

The Middle Steps

Review and Wrap-Up

Appendix B: Workshop Tools

Brainstorming

Responsibility Matrix

Guardian of Change (Communications Plan)

Assessment

Power Balls

Appendix C: Workshop Agendas

Vision and Goals Workshop

Stakeholder Analysis Workshop

Core Process Workshop

The Tools for Business Process Improvement: Budgets Workshop

Process Selection Workshop

Dreams of the Process Workshop

Strengths and Weaknesses Workshop

Implementation Plan Workshop

Wrap-Up Workshop

Appendix D: Workshop Ice Breaker and Warm-Up Activities

Batons, Jam, and Tape Activity

Business Process Improvement Cartoon Activity

Carry Me Activity

Coin Toss Activity

Do You Know Me? Activity

Fairy Tales Activity

Fear Activity

Getting to Know You Activity

Glass of Wine Activity

Group Car Crash Activity

Group Directions Activity

Group Resumé Activity

Hair Dye Activity

Jack-in-the-Box Activity

Jobs Activity

Language Activity

License Plates Activity

Making Excuses Activity

Measure Me Activity

Musical Composition Activity

Objects Activity

Relay Activity

Relay Race Activity

Say It Again Activity

Share Your Dreams Activity

Bibliography

Glossary

Index

About the Authors

Author

Terrence Metz

Richmond, Indiana, United States of America

Learn more about Terrence Metz >>

Maxine Attong is passionate about writing, facilitation, and business process improvement. Her strong belief in the power of facilitated teams, the creativity of human beings, and the need for alignment between strategy and process has served as impetus to document her thoughts and experiences in the business process improvements field. Maxine is a graduate of the University of the West Indies (BSc., Accounting) and a Certified Management Accountant (Society of Management Accountants, Ontario). She is also a Certified Manager of Quality with the American Society for Quality, and a life and business coach. Maxine is the chief executive officer of eink Global Company Limited. The company exists to "enhance vision—one process at a time."

Terrence Metz is a founding principal partner and vice president at Morgan Madison and Company. For more than 20 years, through professional and academic endeavors, Terrence has focused on teaching people how to think rather than what to think. His experience has proven that the two most important components to high-quality decision making are:

1. Nobody is smarter than everybody.

2. There is usually more than one right answer.

Terrence is passionate about using and teaching facilitation so that people become more collaborative. He is the lead instructor and primary curriculum developer for MG Rush Performance Learning and introduced the concept of holism to the field of structured facilitation as a method for keeping meetings on target and aligning objectives across an entire organization. With a BS from Northwestern University (NWU, Evanston, Illinois) and an MBA from NWU’s Kellogg School of Management, his experience also includes a Six Sigma Green Belt from Motorola University and additional graduate work in intercultural decision making at Marquette University.

Subject Categories

BISAC Subject Codes/Headings:
BUS042000
BUSINESS & ECONOMICS / Management Science
BUS101000
BUSINESS & ECONOMICS / Project Management