2391183
Descripción
Mapa Mental por anapaty1994, actualizado hace más de 1 año
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Creado por anapaty1994
hace más de 9 años
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Mapa mental de la conferencia con
experto 2
- Strategic Impact of Processes
- Processes might seem abstract, but actually they are the key to an
organization success; they could lead to an achieving in profit or non-profit
goals, but that's depends on how you work with the process and
the power it has.
- Processes might seem abstract, but actually they are the key to an
organization success; they could lead to an achieving in profit or non-profit
goals, but that's depends on how you work with the process and
the power it has.
- Turbulent World
- Businesses are transforming, they are now global and faster,
consumers have more choices than before, we have global markets (every
company even little ones are competing with the best companies in
the world) that intensfy competition, new tecnologies
- every company is fighting to survive
- every company is fighting to survive
- To succeed organizations need to
- come up with new ideas: innovation
- speed to market: high performance new product development process
- reduced costs through process redesign
- golden rule: those who have the gold make the rules (make your customers happy, they have now more power)
- rapid response to external tubulence
- come up with new ideas: innovation
- Businesses are transforming, they are now global and faster,
consumers have more choices than before, we have global markets (every
company even little ones are competing with the best companies in
the world) that intensfy competition, new tecnologies
- Process Principles
- you are what you do (not what
you promise, is what you deliver
at the end)
- structure is a weak level of change
- strategy is based on operating capabilities and is
a process, not a binder
- nothing is as it was or will be
- you get better or you get worse
- all work is a process
- you are what you do (not what
you promise, is what you deliver
at the end)
- Root Problem
- most organizations are fragmented, each department
has its language, measures, leaderships, operator
procedures and ways of defining success causing delays
- opportunities to improvement: use all the
resources the company has as a whole to the
benefit of the consumer
- opportunities to improvement: use all the
resources the company has as a whole to the
benefit of the consumer
- most organizations are fragmented, each department
has its language, measures, leaderships, operator
procedures and ways of defining success causing delays
- Process 201
- Process end-to work across
the enterprise (tasks that
create customer value)
- iron triangle
(customer/results/process)
- every organization
has processes
- Process end-to work across
the enterprise (tasks that
create customer value)
- Processes
- structured, turning inputs into outputs of
greater value, work in context, stable,
capable
- two types process improvement
- tactical (lower costs, higher customer
satisfaction): lean six sigma, improving
techniques on the ride and large part
of the organization
- strategic (long term sustainability): working
together, improving operational excellence
and the performance of our process
- tactical (lower costs, higher customer
satisfaction): lean six sigma, improving
techniques on the ride and large part
of the organization
- two types process improvement
- structured, turning inputs into outputs of
greater value, work in context, stable,
capable
- SIPOC
(Suppliers-Inputs-Process-Outputs-Customers
- indicate major processes, activities, and
tasks while ensuring the
understand of the boundaries with a clear
start of the process and end of the process
that meets the scope defined
- indicate major processes, activities, and
tasks while ensuring the
understand of the boundaries with a clear
start of the process and end of the process
that meets the scope defined
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