Moving towards a process Moving towards a process- centric organisation centric organisation A Debswana Diamond Company A Debswana Diamond Company Case Study Case Study Case Study Case Study Presented at the Cape town Presented at the Cape town EA Forum EA Forum 26 June 2007 26 June 2007
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Moving towards a processMoving towards a process--centric organisationcentric organisation
A Debswana Diamond Company A Debswana Diamond Company Case StudyCase StudyCase StudyCase Study
Presented at the Cape town Presented at the Cape town EA ForumEA Forum26 June 200726 June 2007
� Bottlenecks � Sources of delay � Errors being fixed instead of prevented (rework) � Role ambiguity (we didn't know who...) � Duplications � Unnecessary steps � Cycle time� Value-added vs. non-value-added steps (from the
customer's point of view) � Possibly eliminating the step(s) or doing in less
time, or trying to prevent
� Authority ambiguity (two or more people get to decide...)
� Are the decisions needed at this point?
Decisions
Pro
du
cts
Develop High Level Business Process Model
(Level 0 to Level 2)
Set Up BPM Enabling Framework
Define L3 Define KPIs
Objective 1 :Objective 1 : Put forward recommendation on the HR Recruitment process Put forward recommendation on the HR Recruitment process
improvementimprovement
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Pro
du
cts
Weeks 1 2 3 4 5 6 7 8 9 10
Define L4 Activity Flow
(As-Is)
Define L4 Activity Detail
(As-Is)
Identify Process
Opportunities
Identify Process
Risks
Define L4 Activity
Flow (To-Be)
Define L4 Activity
Detail (To-Be)
Objective 2 : Objective 2 : Establish a repeatable BPM Capability within Orapa Establish a repeatable BPM Capability within Orapa Letlhakane & Damtshaa Mines.Letlhakane & Damtshaa Mines.
Capability Focus Area
Objective How the objective was met
Technology Use of BPM tools for process mapping, Process map repository, process map enquiries by a wider audience, etc
1. ARIS chosen as the tool
2. ARIS web publisher installed allowing access to models by all in Debswana employees
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employees
People Change Management & Training 1. Training on ARIS provided for individuals involved.
2. Training in Business Process Improvement techniques provided for all involved in project
Process Make sure that Best Practice BPM principles are used across all initiatives in Debswana that has a process improvement component
Made sure that all process modelling that is currently taking place uses the one meta model and also ARIS is used as the standard tool.
Analyse & Recommend
‘as-is’ Mapping
Project Management
Principles
• Use as-is to run process
improvement
workshops
• Impact analysis done
• Recommendations
presented to HOD and
Exco
potential improvements
• Run workshops with
Subject Matter Experts
to define Level 4
process
maps
Objective 3 : Pilot/Assess a methodology or framework Objective 3 : Pilot/Assess a methodology or framework that can be used for future initiatives.that can be used for future initiatives.
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Implement
Monitor
InitiateChange Management
• Sign-off
recommendations
• Implement as
operational change or
project depending on
impact and scope of
change
new ‘to-be’ processes
project implementation
plans
• Identify department
project lead for
Business Unit
• Define Level 2 and
Level 3 processes for
Business Unit
• Determine area to
concentrate on –
‘burning platform’
• Prepare detailed
project plan
• Sign-off by Head of
Department
project charter
project plan
• Develop process performance
metrics
• Audit process compliance process audits
Lessons Learnt
Governance
� BPM sometimes tends to be seen as an ‘event’
� Strong governance structure required for long-term sustainability
Focus
� Focus first on addressing a specific challenge or burning platform: otherwise process modelling becomes a paper exercise.
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becomes a paper exercise.
� Aim for ‘quick wins’
Resources:
� It is important to have full-time resources involved in the project.
� In some quarters the POC was perceived as a purely IT project.
� Resources should be experienced people, with a strong understanding of their processes.
� Based on recommendations opportunity to reduce Recruitment Cycle by more than 30%.
� Established BPM capability that is sustainable with effective knowledge transfer to internal resources.
� “Good work. I accept all your recommendations. Please prepare a
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� “Good work. I accept all your recommendations. Please prepare a summary presentation for Exco at their next meeting focusing on your proposed changes to the HR processes going forward.”
General Manager
Success FactorsSuccess Factors
� Senior Management sponsorship
� Rigorous process definition using a mature modelling toolset
� Simple and practical techniques used to identify improvement opportunities