TURKISH STATISTICAL INSTITUTE Workshop on International Collaboration for Standards-Based...

TURKISH STATISTICAL INSTITUTE

Workshop on International Collaboration for Standards-Based Modernisation Geneva, 5 - 7 May 2015

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Process oriented approach to statistical production

Deniz Özkan, Nilgün Dorsan, Gülhan EminkahyagilTurkish Statistical Institute



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Modernization• Products• Processes

Technology• New tools• New data sources

International collaboration• GSBPM, GSIM, GAMSO• CSPA, Big Data

Product quality

Free up resources

Organizational changes

Timeliness

Industrialization of official statistics

Competition

Improve processes



Purpose

To take a closer look at• NSO’s organizational structures• their approach to process management• process integration

Collected and analysed information on• country practices • issues and challenges met • lessons learned

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i. Background information on organizational structures

ii. Results of process oriented approach surveyiii. Issues and challenges iv. Conclusion and recommendations

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Outline



Background information on organizational structures

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Stovepipe versus process oriented approach

Stovepipe• large governmental

organizations• lack of cooperation • internal competition• duplication and redundancy• optimization of parts

Process oriented• focus is on business

processes• interdepartmental and cross

functional interaction• optimization of the whole

processes

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Organizational structures

• Divisional

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• Functional

• Matrix

Units are structured around products, in NSIs these are subject matter departments.



Divisional structure

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President/Chief Statistician

Subject Matter 1 Subject Matter 3

Function B

Function C

Function A

Function B

Function C

Function A

Function B

Function C

Function A

……..

Domain 1Social statistics

Domain 2Economic statistics

Subject Matter 2



• Divisional

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• Functional

• Matrix

Units are structured around products, in NSIs these are subject matter departments.

Units are based on functions, in case of the NSIs, these functions could be specified as, data collection, processing, dissemination etc.




Functional structure

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Function1(Stat. research)

Function 3(Data validation)

Function 2(Data collection)

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

……..



• Divisional

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• Functional

• Matrix

units are structured around products, in NSIs these are subject matter departments.

units are based on functions, in case of the NSIs, these functions could be specified as, data collection, processing, dissemination etc.

This type of structure is a mix of functional and divisional organization structure, usually with dual reporting lines.




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Subject Matter 1

Subject Matter 3

Subject Matter 2

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

Staff

…..

Domain 1Social statistics

Domain 2Economic statistics

Function1(Stat. Res.)

Function 2(Data coll.)

Function 3(Data val.)

Matrix str

ucture



Divisional

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VP of Statistical Domain VP of Functions

Subject Matter 1

Subject Matter 2

Function 1

Function 2

Functional



Survey on process oriented approach to statistical

production

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Survey metadata

• Online questionnaire• UNECE, UN ESCAP countries • Sent to 95 NSOs• November 2014• 28 questions, 55 variables• 32% response rate, 31 NSOs

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Response map of the survey

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Dimensions of process orientation

Leadership

Organizational structure

Information technologies

Process identification

and documentation

Organizational culture



Dimensions of process orientation – Organizational structure

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Funct

iona

l org

aniza

...

Divisio

nal o

rgan

izatio

n

Mat

rix o

rgan

izatio

nOth

er0

5

10

15

20

25

7

3

20

1

4

14

11

2

Type of organizational structure better suits the process oriented production of statistics

Existing organizational structures of NSIs

Fre

qu

en

cy



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*sa: strongly agree; *tta: tend to agree

Statement (Likert type scale) Agree Disagree

1. Structure is derived from organization’s business processes

23 (4 sa*+ 19 tta**) 8

2. Processes are clearly defined 26 (12 sa+ 14 tta) 5

3. Key business processes aredocumented

24 (6 sa + 18 tta) 7

4. There is strong teamwork culture 28 (8 sa+ 20 tta) 3

5. Information flow through statistical processes is efficient

20 (5 sa+15 tta) 11

Dimensions of process orientation -Structure, culture, processes documentation



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0.5 1 1.5 2 2.5 3 3.5 4 4.5

Series3; 39

109

32

6

Dimensions of process orientation -Structure, culture, processes documentation



Statement Yes No

6. There are assigned process management responsibilities 16 15

7. Organization use a statistical business process model

24 7

GSBPMCountry version of GSBPM

Other

5127

8. Business process modelling tools are used 11 20

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Dimensions of process orientation -Process ownership, process modelling



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Dimensions of process orientation – Use of IT as an enabler in process management

Specify Needs

Design Build Collect Process Analyse Disseminate Evaluate0

5

10

15

20

25

4

7

13

1920

12

21

4

6

14

12

9

7

12

6

11

13

7

3

1

4

1

10

4

23

2 2 2 2 2 23

To a very large extent To a moderate extent To a small extent Not at all Not sure or don't know

Nu

mb

er

of

resp

on

ses



Dimensions of process orientation - Process performance measurement • Process performance measurement is done by all NSOs to

some extent.

• Almost all of NSOs collect process performance data either periodically or from time to time.

• Performance indicators are specified from a small to moderate extent.

• More than half of the organizations make use of process improvement methodologies such as ISO, six sigma, TQM and EFQM.

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Two thirds of NSOs agree that they have a process-oriented approach to statistical production; while one third of NSOs disagree.

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Process orientation• Process oriented approach helps

to improve the quality of their products.

• Result in improvements in data collection, data processing and metadata systems.

• Process orientation has reduced the cost of producing statistics.

Impact



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Organizational Structure

Have process oriented approach

Does not have process oriented approach

TOTAL

Divisional 8 6 14

Functional 1 2 4

Matrix 10 1 11

Other 2 0 2

Total 21 9 31

Organizational structure by process oriented approach in the production of statistics



Conclusions• The organization types of NSOs vary; changing the

organizational structure may not be enough for introducing process orientation.

• GSBPM or a national version of GSBPM is widely used by NSOs for process modelling, whereas the use of BPMN tools is not very common across NSOs.

• Many NSOs have not yet completed the standardisation and automation of all processes; while some of them have not started because of lack of time and resources.

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• Employees start looking at processes from a wider, institutional level in process oriented organizations, as opposed to survey specific level.

• Process-oriented organizations start seeing similar processes as a potential area for standardisation.

• Data collection and dissemination are the process phases that NSOs most commonly standardise and automate.

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Conclusions (cont’d)



• Among the benefits of developing a process-oriented approach to statistical production are:

the increased standardisation helped to reduce costs allowed subject matter experts to focus on analysis

rather than operational activities reduced routines improved timeliness and effectiveness of data production

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Benefits



Moving towards process orientation is a complex and difficult undertaking• Cultural and management issues• Communication problems• Resistance to change• Changeover period may be burdensome and demanding• Lack of resources in terms of financial resources and skilled

labour• Management of the processes between different

departments • Distribution of authority

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Issues and challenges



Recommendations • Determining characteristics and requirements of process

orientation with a simple and actionable “to do list”

• Carrying out a compilation of NSO experience covering more countries and collecting material to a wiki knowledge base

• Discussing the topic at a future CES seminar to find synergies across countries and identify additional areas for improvement, standardisation or automation of processes

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Thank you for your attention.

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