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Process Management
Managing and improving operational delivery
Alec Steel & Kevin Summersgill
Process Management Team
Process Management
Why the NAO is interested in Operational Delivery • NAO: Process management - how organisations manage
and improve business operations
• Many labels / approaches; Lean / Continuous improvement / Kaizen / Six Sigma / BPI / BPR, Operational Excellence.
• 2006 onwards: Growing use of lean principles in UK govt
• The NAO has established the capability to say if government is getting it right
• The NAO thinks process management is a good thing…if done well.
Process Management
NAO Process Management Team • Team of Process Management specialists
• Cross-government remit: worked with over 100 areas across the UK government; • Process Management Maturity Analytic • Process Improvement work • Assurance to senior officials
• Work with public and private sector bodies to identify and share good practice
Process Management
The questions we answer • How capable is an organisation in managing
and improving business operations?
• What is an organisation’s PRIORITY business problems?
• How can this understanding drive sustainable improvement?
Process Management
How we developed the Process Management Maturity Analytic
• NAO experience diagnosing and improving processes across government
• A review of existing process maturity models
• Visits to good practice organisations
• Input from process management experts from the public & private sector
• Application in more than 90 business areas
We know these are the right things to look for…
Process Management
Process Management Maturity Analytic Using Information to manage and improve process performance
Using continuous Improvement to target areas of most benefit
Using Strategy to define and drive process activity
Helping People manage and improve process performance Ensuring the end to end
Process has the capacity and capability to meet
demand
Process Management
40 questions, across 5 areas, testing 270 ‘characteristics’. Organisational enablers and operational business processes
Process Management
Strategy Information People Process Mgt Improvement
Leadership
Obligation
Accountability
Leadership
Obligation
Accountability
Organisation
Operations
Process Management
UK Government’s results - December 2010
Using Strategy to define and drive activity
Using Information to manage and improve process
performance
Helping People manage and improve process
performance
Ensuring end to end Process has the capacity and capability to meet
demand
Using continuous Improvement to target areas of most benefit
Process Management
UK Government’s results - December 2010
Using Strategy to define and drive
activity
Using Information to manage and improve process performance
Helping People manage and improve process
performance
Ensuring end to end Process has the capacity and capability
to meet demand
Using continuous Improvement to target areas of most benefit
Performance Gaps
• Understanding the level and type of customer demand and having a planned response even when it changes
• Giving staff the obligation to continuously improve
• Making the case for change and proving the benefits
• Managing end to end delivery to the customer
• Having a consistent approach to continuous improvement
Process Management
We can cut the information in different ways…
Strategy Information People Process Improvement
Use information to measure performance and target improvement
Establish control through strategy deployment and clarity of end to end delivery
We have since analysed performance against themes which run ‘horizontally’ through the model; e.g. control, measure & improve
Use a consistent approach to improve priority areas
Process Management
Our analysis shows that…..
Even when the process type is the same, ‘delivery’ departments are more mature in their process management than ‘policy’ departments.
Processes that have developed the characteristics of continuous improvement have more mature process management. Although…
It is essential departments first control and measure business operations before embarking on improvement initiatives.
Overall, government is least mature in allocating resources and producing policy.
Mature process management at operational level is dependant on enablers in place at the organisational level. 1
2
3
4
5
Process Management
Next steps: Closing the UK government’s performance gaps We are…
• Helping UK government organisations understand and solve their business problems
• Providing assurance on UK government’s continuous improvement agenda
• Working with world experts to research best practice examples to share
• Working internationally with public & private sector organisations
Process Management
For further information please contact:
Kevin Summersgill Audit Manager Process Management Team
Contact: [email protected]
Alec Steel Audit Manager Process Management Team