making process work for everyone - a business process ... · •build process mindset across...

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©Technopoly Inc. 2019

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Making Processes Work for Everyone

“A Business Process Review and Re-engineering”

DENNIS T. BENG HUI

MANAGING DIRECTOR, TECHNOPOLY


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Key Points• Defining Business Process• Compelling Motivation for Business

Transformation• Embracing Improvement Mindset• Value Creation: Framework for Business Process

Review• Re-design the future state: Reengineer the

process• Enabling Value Creation through Technology• Preparing for Change

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A PROCESS THINKING MINDSET


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Seeing Processes and NOT Functions


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WHAT IS A BUSINESS PROCESS?

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Definition of a Business Process

• A business process can be anything from processing a customer request to opening a new account or on-boarding a new employee.

• It is the set of steps taken in our day to day work activities that is performed to accomplish a desired outcome.


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Typical Key Business Process

Concept to Product

Prospect to Customer

Sourcing to Manufacturing to Distribution

Order to Cash

Request to Service

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BIR Tax Administration Processing

Tax Payer’s Filing and Payment Journey

AABsIndirect Touchpoints

Revenue District OfficesDirect Touchpoint

Registration Filing Payment De-Registration

A Possible Perspective of the Business Process for BIR

• New Registration and Renewal

• Books of Account, Certificate of Registration, Permit to use CRM/POS

• Alphalist of payees/employees

• VAT payments (month/quarterly)

• Percentage Tax

• Income tax (Corporate/individual)

• VAT and Percentage tax payment

• ONETT

• Close of business, transfer of business, change of business, etc


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Porter’s Approach to Defining your Key Business Process

Core Processes

Management Processes

Supp

liers

/ Pa

rtner

s Custom

ers / Ow

ners

Support Processes

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A COMPELLING MOTIVATION FOR BUSINESS TRANSFORMATION


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What’s your compelling purpose?

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Transformation Mindset

Current State of the

Organization

Future State of the

Organization

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Approaches to Transformation“Radical vs Incremental Change”


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Re-engineering Roadmap

Current State of Our

Organization

Future State of Our

Organization

What is happening now?How are we doing things now?

What do we want to be?How should be do things?

A New way of

Thinking

Current way of

Thinking

Re-engineering the Process

Process Review

Process Goal

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Practical Approach to Re-engineering the Business Process

• Visualizing the Future State (Process Goal)– What do we want to be? – How do we do things?

• Seeing the Current State (Process Review)– What is happening now?– How are we doing things?

• Mapping the Change (Process Re-engineer)– How do we get there? – What keeps us from getting there?– What do we need to do to get there?


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EMBRACING PROCESS IMPROVEMENT MINDSET

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Seeing the Challenge to Process Improvement

We are Here

We want to be Here

Obstacles

Unclear Territory


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The Importance of Working Together

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A Different Way of Leading

Now

Before

Source: Lean Enterprise Institute


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VALUE CREATION: FRAMEWORK FOR BUSINESS PROCESS REVIEW

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VALUE Definitions

• Customer Value: A task or activity for which the customer would be willing to pay.

• Business Value: A task that is required to build a window but for which the customer is not willing to pay

• Non-Value Add (WASTE): A task that is not required and should be eliminated because it is wasteful

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Non Value Activities

• Defects, errors, omissions. • Preparation/setup, control/inspection.• Over-production, processing, inventory.• Transporting, motion, waiting, delays.


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Samples of VA and NVA

• Entering order• Ordering materials• Preparing drawing• Assembling• Legally mandated testing• Packaging• Shipping to customer

• Waiting• Storing• Staging• Counting• Inspecting• Recording• Obtaining Approvals• Testing• Reviewing• Copying• Filing• Revising/Reworking• Tracking

Value Activities Non Value Activities

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Components of a Process

Value Adding (5%)

Necessary but non Value Adding (35%)

Non Value Adding (60%)

Proc

ess

LEAN Thinking focuses on this!


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Approaches to Process Improvement

• “Work Harder”• “Work Smarter”• “Why do it”

60% to 95% of our time doing things that increase our cost but do not add value to our customer

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REDESIGN THE FUTURE STATE: REENGINEER THE PROCESS

What is your ideal process?


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What is a Future State Map

• Plan for the reorganization of the process– Shows the components of the process– Shows the relationship of these components– Highlights the flow of the process– Shows where improvement should be done

• Define the Goals that indicate the intended performance of the system – Shows the measurable goals to be achieved– Can be used to evaluate current efforts for improvement


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USING TECHNOLOGY TO ENABLE THE VALUE CREATION PROCESS

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About half of all the activities people are paid to do in the world’s workforce could potentially be

automated- McKinsey & Co

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What is Automation?

• Automation is all about streamlining your team’s workload to drop the menial tasks that robots are better at performing.

• Employees won’t get replaced, but will instead be able to perform more valuable work instead of getting bogged down in repetitive tasks.

• The main focus lies in identifying the tasks in your operations and processes which machines are better at.

• These practices can now use a software to let these tasks be dealt with automatically.


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Why automation?

• Its not about making simple tasks completed quicker and more efficiently, it also frees up time for people to focus on work that humans are better at (and more engaged with).

• This includes tasks like interviewing, helping customers, reviewing important documents, or anything which requires human intelligence or judgment.

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Types of Automation

• Basic Automation• Process Automation• Integration Automation• AI Automation


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Basic Automation

• Centered around simple tasks, usability, and communication. • Its not automating the tasks, but making the tasks “easier to

perform”.

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Communication Tools: Viber, WhatsApp, WeChat, Hangout, Yammer, Slack


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Process Automation

• Focuses on documenting and managing team processes to make sure people know what is going on, how, and when to perform their tasks.

• Associated to Business Process Management and BPM software

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A BPMN of Bank Account Opening

Source: http://www.omg.org/cgi-bin/doc?dtc/10-06-02


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Integration Automation

• Most difficult and challenging form of automation.• Create a digital workforce (machines that can perform the

repetitive tasks for your team and carry it out the same way).• It can be a “robot” performing the tasks with a predetermined

logic (defined rules for actions at specific time or event).• Allows people to let go of tasks.

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RPA Illustration


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AI Automation

• Artificial Intelligence (AI) combines integration and decision making power not only process the work but to think like a human.

• Data is routed to an algorithm (procedure) and decides what to do with it.

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Services that use AI


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PREPARING FOR CHANGE

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Experiments with Monkeys


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Ways of Creating Change•Creating a group of change agents

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Ways of Creating Change

• Creating a swarm of change agents


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"Without the support of senior leaders, change initiatives are destined to fail."

Jack Finney, President and CEO, Six Sigma Academy

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I'm Starting With The Man InThe Mirror

I'm Asking Him To ChangeHis Ways . . .

Michael Jackson“Man in the Mirror”


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Path to digital Transformation• Create a compelling organizational purpose• Build process mindset across business units• Review and re-engineer your processes and align to

customer needs• Leverage on technology to automate the value adding

activities of your business processes

making process work for everyone - a business process ... · •build process mindset across...

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