Mission possible using bpi to improve processes and service handout sem 2013
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Business process improvement aims to identify inefficient processes that consume excessive resources, bottleneck information flow, do not utilize technology effectively, or do not meet stakeholder needs. It involves mapping current processes, reengineering to make improvements, and managing change. Common goals are improving service, eliminating silos, taking advantage of technology, and aligning with compliance. Effective facilitation and encouraging new ideas from all stakeholders are keys to successful process reengineering and measurable improvements.
Mission possible using bpi to improve processes and service handout sem 2013
- 1. Business Process Improvement: Mission Possible! Wendy Kilgore wendyk@aacrao.org 2013 AACRAO SEM Session 2112 Handout What is it and why? A method to identify potential areas in a process that: Consume excessive resources: o Time o Budgets o Personnel Bottleneck the flow of information or documents Do not effectively utilize available technologies Do not meet the needs of staff, administrators, students and other stake holders Do not align with current policy and regulations Are not well understood or are incomplete Enables you to gain a complete understanding of the service area where the process resides When is Business Process Improvement (BPI) commonly applied in higher education settings? As a means to help reach a new vision or mission When a new technology is about to be applied When policies or regulations change On a regular basis of review of the operations o This is a sign of a healthy process environment o While students are not “widgets”, most manufacturing processes now require the documentation of a process as a matter of course in business Components 1. Process mapping – Understanding how the process currently works in the real world 2. Process re‐engineering – Making the process better 3. Change management – Throughout Dimensions of Change (Source: UK NHS Institute for Innovation and Improvement www.institute.nhs.uk) Comfort zone – status quo change is unlikely Discomfort zone – uncertainty but more likely to change an learn Panic zone – people freeze and will not change or learn Effective Facilitation is Key to Success Good facilitation is key to process re‐engineering Asking questions that start with, “What if?”, can lead to discussion of the pros and cons of trying something new Make sure that people are heard Sometimes, it requires a nudge to get people to try something new This is where skilled leadership can help Page | 1 2013 AACRAO SEM Conference ‐ Session #2112
- 2. Be clear about goals, roles and procedure Confirm expectations Facilitation is not – o Chairing a meeting o Group therapy or counseling o Not teaching and training Tips for Effective and Sustainable Change (from The Change Handbook, 2006) Explore other’s assumptions Seek and expand common ground Shape a desired future Generate authentic human connections across siloed organizations Jointly take ownership of the solutions to the issues at hand “We are all in this together.” Process Mapping Building your team Involve all appropriate staff, both new and veteran Don’t assume all offices, or people within an office do it the same way Include representatives from offices that touch the process from start to finish Include all parties in each discussion, particularly if the process crosses departments Involve students as needed to include their part in a process Map the process as it exists today Seek to understand why it works the way it does Ask questions to understand but not challenge the process o What is working well? o What is the benefit of a particular step/action? o How long has this process been used? o What policies or contracts dictate how a particular step in the process must be completed? o What technology is being used to support the process? o What are the exceptions to the process? o How much time is used in each step? Some Common Goals in Re‐engineering To become ‘best of’ Improve service Eliminate silos Decentralize a process Take advantage of technology Eliminate paper Align with compliance requirements Page | 2 2013 AACRAO SEM Conference ‐ Session #2112
- 3. Process Re‐Engineering A holistic approach that involves all process stakeholders in constructive inquiry with the common overarching goal of improving service. Uses the process map to analyze potential areas of change OR start from a clean slate either way aim to ‐ Challenges the status quo: o Where are the problems? o What do people like least about this? o Are we meeting processing or response time goals? Review the technology that supports the process Identify improvement opportunities, especially high‐impact improvements When improvement opportunities are identified; offer quick and tangible results; and make sure to communicate changes and results to all stakeholders. Involve a mix of front‐line staff and administrators Assure that there is an atmosphere of “no wrong answers” Front‐line staff often can see the places where time and effort are being wasted and/or areas where stakeholders may complain about unmet needs Involve a mix of veteran and new employees o Veterans possess process and policy history o New employees see obvious areas where process breaks down and may have some insights from outside experiences Encourage new ideas From within your teams From all stakeholders (students/faculty/staff) From outside experts to help you analyze your practices against best practices or other successful ways of doing things Some changes will be minor, but impactful Don’t be afraid to wipe the board clean! Document the new process New process map now serves as the “current” process map Helpful for training new employees Good resources to have online and in training manuals Establish improvement goals ‐ measures of success Share the new process Measure Success Meet your goals? Reduce silos and increase collaboration and understanding of services? Increase available one‐on‐one time with students? Optimize technology? Reduce the total time for a process? Eliminate unnecessary steps? Page | 3 2013 AACRAO SEM Conference ‐ Session #2112
- 4. Standard Flowchart Shapes Process: Show a Process or action step. Off-page Connector: shows continuation of a process flowchart onto another page Decision: Indicates a question or branch in the process flow. Document: Used for a process step that produces a document. Manual Input: Show process steps where the operator/ user is prompted for information that must be manually input into a system. Predefined Process: A marker for another process step or series of process flow steps that are formally defined elsewhere. Manual Operation: Show which process steps are not automated. Terminator: Show the start or stop points in a process. Data (I/O): Indicates inputs to and outputs from a process. Connector to Another Process: Used to show a jump from one point in the process flow to another. Some Flowcharting Solutions Visio Flowcharter Creately Lucidchart Gliffy Cacoo Diagram.ly.com Smart Diagram Pro Cubetto App Lovely Charts Resources A Handy Guide to Facilitation (2010) NHS institute for improvement and innovation http://www.institute.nhs.uk/images/documents/No_Delays/2010%20Handy%20Guide%20to%20Facilitation%20 FINAL%20%28low‐res%29.pdf Balzer, W. K. (2010). Lean Higher Education: Increasing the Value and Performance of University Processes. New York: CRC Press. Holman, P., Devane, T., & Cady, S. (2006). The Change Handbook: The Definitive Resource on Today's Best Methods for Engaging Whole Systems. Berrett‐Koehler. Kano Model Analysis http://people.ucalgary.ca/~design/engg251/First%20Year%20Files/kano.pdf LEANOhio http://lean.ohio.gov/ Page | 4 2013 AACRAO SEM Conference ‐ Session #2112