Improving process performance. Accelerating business innovation.
A comprehensive, four-day Hammer Certification class on business process redesign. Projects aiming for operational excellence require more than Lean, Six Sigma, or IT. They need a case for action, a committed sponsor, a dedicated team, and effective governance. This course covers the principles, methods, and skills required. Topics include mobilization, redesign, and successful project trajectories.
Individuals who complete this course will receive a Certificate of Reengineering Expertise.
Offered at your location for teams of 6 or more. Call us at 617.245.0265 or email firstname.lastname@example.org
The concepts of business processes • Value-adding versus non-value-adding work • Using processes to reduce costs and cycle time, become easy-to-do-business-with, and add more customer value • The process approach to performance improvement • A four-phase model for implementation.
Creating a model of a business enterprise in terms of its processes: core, infrastructure, and enabling processes • Examples of effective and ineffective models • The role of the leader, catalyst, and process owner • Organizing and staffing a process design effort • Team composition and skill requirements • Techniques for effective team building.
Capturing the information needed before undertaking a design effort • Developing an understanding of customer needs • Understanding and identifying the weakness in the existing design • Setting targets for process performance • An exercise in process diagnosis.
Structured techniques for devising high-performance process designs • Organizing work to minimize non-value–adding activity • The 15 patterns of high-performance process designs • Recognizing assumptions underlying process designs • The role of IT in process redesign and implementation • A facilitated exercise in business process redesign, allowing participants to apply new tools and techniques to an existing process.
Turning a new process design into a reality • The concepts of release, laboratory, pilot, and rollout • Achieving implementation coordination • Designing the implementation roadmap • Program management for process transformation • Participants will create a rough implementation plan or roadmap for newly redesigned process.
The impacts of process redesign on the people in an organization • Consequences for jobs, rewards, and culture • The unique complexities of multidimensional change • The emotional and intellectual origins of resistance to major change • A predictive model for anticipating the sources of resistance • Structuring and staffing the effort: roles and responsibilities • The critical issues of feedback and measurement.
Why most communication programs fail • Guidelines for success • Content development, media planning, and program design • Creating the environment and infrastructure needed to manage ongoing change • Implications for processes, people, and culture • Participants will create effective communication plans.