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Bussines process mapping

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Reny Stoyanova

on 4 October 2010

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Transcript of Bussines process mapping

Business Process Mapping and Redesign of University Recruitment By Rayna Stoyanova

Technical University Sofia
Southampton Solent University

raynabstoyanova@gmail.com Agenda Business Process
Business Process Mapping
Process Improvement
-Reengineering
- Benchmarking
-Sigma Six
- Lean Value Stream
University Admission Map
Benchmarking Benchmarking is defined as “an improvement process in which a company measures its performance against that of best-in-class companies, determines how those companies achieved their performance levels, and uses the information to improve its own performance.” (Bemowski, 1992, p. 20).
Steps of setting a benchmarking

Re-enginiring Vs. Benchmarking Re-engineering Benchmarking Benchmarking

Continuily improving
our process
by finding and adapting
the best pratcices Re-engineering


Review and redesign of internal key business
practices to produce
large step imrpovements Lean Stream Value What is lean? Eleminate Optimize Maximize Customers – students / parents

Customer needs and and target for the University Admission

To provide potential applicants with an accessible, easy to use method of submitting an application to the University, and clear communications about the progress of their application at each stage of the admissions process
To respond to and assess all applications quickly, consistently and fairly, and thus ensure the University secures the best available students for all of its courses
To work with the statutory and legal frameworks which are applicable to the admissions process
To collect complete and reliable management information which can be used to inform the University's admissions strategies Steps to Complete a Current State Map What is Value Strem Mapping?

A value stream map follows a product or services path from beginning to end, and provides a visual representation of every process in both the physical and information flows.
John S. Hamalian
Its all about seeing the waste 1. Overproducing

2. Inventory (Any form of batch processing)

3.Waiting

4. Extra Processing-

5. Correction (Any form of defect)

6. Excess Motion (Movement of people)

7. Transportation (Movement of paper)

8.Underutilized People (People`s abilities , not their time)








Traditional way


People are hired hands
Current State is cherished
Activity Driven
Go to Office & Guess
Know
Inspect out Quality
Hide from Mistakes
Complex and Inflexible
Lean way


People are an investment in minds
Current State is challenged
Customer Driven
Go to See & Understand
Learn
Build in Quality
Learn from Mistakes
Simple & Flexible
What is a Value Stream?

A value stream is the process flow from the point of requested need to closure of all activities after the product or the services has been provided.
Mark A. Nash What is Value Strem Mapping?

A value stream map follows a product or services path from beginning to end, and provides a visual representation of every process in both the physical and information flows.
John S. Hamalian

Value Strem Mapping Basics Determine the practical limits
of the mapping activity It is the stage to see and
understand how the things
currently operate Design a Lean flow The goeal of mapping Lean is the concept of maximizing customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. Lean Evolution What is a process?


”a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customer’s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers.” Davenport 1993
Or just:
Hammer & Champy’s (1993)definition:
”a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.”
Intorduction

"A business organization ,like a human body, is only as effective as its various processes. Pretty obvious , right? Yet…. The failure to appreciate this obvious fact is the reason most reengineering schemes fail. Managers whose job is to improve company performance, like physicians who work to improve patient health, must developed a clear picture of how each process fits into the overall organizational structure; how it ought to function; how well it is performing at any given moment; before they can form a diagnosis or devise a treatment strategy. Fortunately a powerful new analytical tool that has emerged in the recent years helps you to do all of that and much more – Process Mapping."
Marek Antoniak

Business Process Mapping Process mapping

A process map is a visual tool to help analyze, communicate, discuss and document business processes. It illustrates the sequence of actions and information.


Process maps are used
-to identify how current processes are being performed and how well these are being performed.
-to identify and elaborate opportunities for improvement.
- to help standardizing processes within an organization.
attaining a full understanding of all the steps of a process identifying objectives, risks, and key controls in a process understanding the point of view of individuals in the process and designing actual maps utilizing tools and approaches to make the process run more effectively and efficiently. Re-engineering A systematic, disciplined improvement approach that critically examines, rethinks, redesigns, and implements the redesigned processes of an organization.
BPR’s goal to achieve dramatic improvements in performance in areas important to customers and other stakeholders.
-business process improvement (BPI)
-business process development
-business process redesign.
A generic model for business process re-engineering (Vakola et al, 1998) Four basic steps of Process Mapping Questions? Sigma Six
Sigma is a business management strategy which main objectives are to improve the quality of process outputs by recognizing and eliminating defects and inefficiency. Sigma Six focuses on using data and thus statistical analysis and tools are widely used.
Developed in the early 1980`s by Bill Smith at Motorola. Sigma Six seeks for lowering the defects to a level of 3.4 DPMO (defects per million opportunities)
Sigma Six Methodologies
DMAIC- used for improving an existing business process.
DMADV- used for creating new product or process designs.
Lean Sigma Six Lean Six Sigma for services is a business improvement methodology that maximizes shareholder value by achieveing the fastest rate of improvement in customer satisfaction. Lean + Sigma Six •Lean cannot bring a process under statistical control
•Six Sigma alone can not dramatically improve process speed or reduce invested capital
•Both enable the reduction of the cost complexity.
Getting faster can actually improve quality (especially inservices)
Improving quality can actually make you faster
and reducing complexity improves speed and quality

This can be reached by applying Lean Sigma Six
Business Process Improvemnt in University Environment
Customers – students / parents

Customer needs and and target for the University Admission

To provide potential applicants with an accessible, easy to use method of submitting an application to the University, and clear communications about the progress of their application at each stage of the admissions process
To respond to and assess all applications quickly, consistently and fairly, and thus ensure the University secures the best available students for all of its courses
To work with the statutory and legal frameworks which are applicable to the admissions process
To collect complete and reliable management information which can be used to inform the University's admissions strategies
Process Maps Admission

-Undergraduate
-Graduate
-International Students
-EU
- Oversea
- Erazmus students
-clearing

Should be included all the sides involved in the admission process:
Students, Admission office- (undergraduate, graduate ) Departments, International Office ,Decision Makers, UCAS
Crucial moment information gathering and process recognition
Outcomes

Benchmarking difficulties
- Where to start and end with admission processes
- Centralised and decentralised admissions
- Differences between the big and small universities
- The tension of quantity and quality in outcomes
Good practices

Effective staff training programs in place
Effective student admission policies and procedures in place (desk, phone
and web)
Good channels of communication with all areas of the university
Accurate and relevant information
Quick turnaround times
Regularly reviewed admission policies and procedures
Test audits of the turnaround times of responses to inquiries of all kinds surveys of student and staff opinion of admission staff services.
Every university needs efficient core student administrative services covering
enquiries, admission, progression, fees and dues, graduation and scholarships.


New Data

Benchmarking the university: learning about improvement
Steve Garlick and Geoff Pryor

Springboard Programme of Leicester University

-Process maps on several university process including Student Recruitment .
Full transcript