Process Improvement Management

Process improvement is a series of actions taken to identify, analyze and improve existing processes within an organisation to meet new goals and objectives. These actions often follow a specific methodology or strategy to create successful results.

Identify, analyze and improve the Key Processes

An organisation is only as good as its processes. To be able to make the necessary changes in an organisation, one needs to understand the key processes of the company. QMSrs Process Improvement Management project (PI), containing the following steps: 

1. Identify the process to be improved (based on a critical business issue). The identification of key processes can be a formal or informal exercise. The management team might select processes by applying a set of criteria derived from strategic and tactical priorities, or process selection is based on obvious performance gaps. The important is to select the process (es) which have the greatest impact on a competitive advantage or customer requirement.
2. Develop the objective(s) for the project based on the requirements of the process. The focus might be on quality improvement, productivity, cost, customer service or cycle time. The goal is however always the same; to get the key process under control.
3. Select the members of the cross-functional team. A horizontal (cross-functional) analysis is carried out by a team comprised of representatives of all functions involved in the process. While a consultant or in-house staff person can do the job, the quality of the analysis and the commitment to change is far greater with a cross-functional team.
4. Document the current process by creating a flowchart or "organisation map".
5. Identify "disconnects" in the process. "Disconnections" are everything that inhibits the efficiency and effectiveness of the process. The identification should be categorized into the three levels: The Organisational level, the Process level and the Job/Performer level.
6.  Recommend changes (organisational, in the process or in its execution). Categorise and prioritise the main problems and possibilities, evaluate alternative solutions. Develop a cross-functional process map for the recommended process.
7. Establish process and sub-process measures. The process measures should reflect the objectives of the project.
8. Implement the improvements.

The elements of a successful implementation effort

• Executive leadership and management commitment to see the project through to successful implementation.
• A clear statement of why the change is necessary.
• A clear vision of how the organisation will be different after the changes.
• Sound, comprehensive recommendations.
• A sound implementation strategy and plan.
• Adequate resources and time.
• Communication of plans, roles and responsibilities, benefits, progress, resolutions.
• Willingness of affected functions and individuals to support the proposed changes.
• Implementation is effectively managed and executed.

Ongoing Process Improvement Management (PI)

Ongoing Process Improvement and Management can be introduced by:

• Monitoring its performance against customer-driven process measures.
• Certifying the process (ensuring that it meets a set of effectiveness criteria).
• Appointing a process owner who is responsible on an ongoing basis for process performance.
• Ensuring that the process has a plan and a budget.

QMSrs Tool for PI can be used both to improve the flow of a specific process and at the organisational level to examine general management issues. By introducing PI as a standard for continuous improvement, employees are given clear guidance as to how they are expected to behave. By this would create clear values for a company that will have a good chance of being accepted by the whole organisation.