Sep
21
Written by:
adayal
9/21/2011 5:53 PM
As per Hammer , there are five critical enablers for a high-performance process; without them, a process will be unable to operate on a sustained basis (Hammer 2007). We reproduce the same below
1. Process design. This is the most fundamental aspect of a process: the specifica-tion of what tasks are to be performed, by whom, when, in what locations, underwhat circumstances, to what degree of precision, with what information, and thelike. The design is the specification of the process; without a design, there is only uncoordinated individual activity and organizational chaos.
2.Process metrics. Most enterprises use functional performance metrics, which create misalignment, suboptimization, and confusion. Processes need end-to-end metrics that are derived from customer needs and enterprise goals. Targets need to be set in terms of these metrics and performance monitored against them. A balanced set of process metrics (such as cost, speed, and quality) must be deployed,so that improvements in one area do not mask declines in another.
3.Process performers. People who work in processes need a different set of skills and behaviors from those who work in conventional functions and departments.They need an understanding of the overall process and its goals, the ability to work in teams, and the capacity to manage themselves. Without these characteristics, they will be unable to realize the potential of end-to-end work.
4.Process infrastructure. Performers need to be supported by IT and HR systems if they are to discharge process responsibilities. Functionally fragmented information systems do not support integrated processes, and conventional HR systems (train- ing, compensation, and career, etc.) reinforce fragmented job perspectives. Integrated systems (such as ERP systems and results-based compensation systems) are needed for integrated processes.
5.Process owner. In a conventional organization, no one is responsible for an end-to-end process, and so no one will be in a position to manage it on an end-to-end basis (i.e., carry out the process management cycle). An organization serious about its processes must have process owners: senior managers with authority and responsibility for a process across the organization as a whole.
Having some but not all of these enablers for a process is of little or no value. For instance, a well-designed process targeted at the right metrics will not succeed if performers are not capable of carrying it out or if the systems do not support them in doing so. Implementing a process in effect means putting in place these five enablers. Without them, a process may be able to operate successfully for a short term but will certainly fail in the long run.
In our present consulting practice , we have broken it down Processes development work into 12 components , so that our consultants do not miss out on any of the components while designing and executing the processes. These are :
1. Customer
2. Process Performance Indicators
3. Process design
4. Inputs
5. Suppliers
6. People
7. HR Processes to develop Process centric people
8.IT Solution
9. Physical Infractrusture
10. Policy /Constraints
11. Process owner
12 . Process.Costs