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In my opinion, Mark should award the wage increase to deserving minority who adds
value to their products and services. They should lay off employees who are no longer
an asset to the company. This is because they generate additional costs than the
benefit it derives from the fruit of their labor. Undeniably, an angry backlash would surely
occur if this sudden discharge from work after the zero wage increase in a row happens.
But it is more advantageous on their part because there is no spare money in the
budget that can be distributed to employees due to insufficient and substandard work
employed. The management should be wary of the performance of their employees, no.
of absences and incentives implemented that can boost their motivation to do work
exemplary. The management should also gather customer feedbacks and may assign
supervisors who would monitor their employees under their department. These
unnecessary behaviors of their employees should call their attention by giving, for
example a demerit that may adversely affect their salary. The incentive is such an
effective move. Management may reward the best employee of the month for a free
vacation or a free purchase of the companys product. Although there might still a
dilemma if a wage increase is the best investment scheme this savings should be
disbursed. Indeed, it is more preferable than installing a better security system because
what drives the lost inventory as a rising issue of the company is because employees
looks for other ways that may compensate the inadequate pay they received. If they
decided to discharge underperforming employees, this might be of great help.
Research:
Although every part a business will probably benefit from a business process
improvement project, some processes will return much bigger benefits than
others. However, it is very important that the first area chosen has the potential to
return big benefits. Many successful BPI projects have been considered failures,
simply because the return on investment wasnt large.
Choosing a large complex area for the first project is not a good idea and
significantly increases the risk of failure. There is high probability that your team
will run out of energy and money before the project is complete. It is very
important that you to learn to walk before you run.
By carefully selecting the first BPI project, you should be able to realize big
benefits quickly. The attention this attracts will create momentum to tackle further
BPI projects.
Choose a high profile business process with potential for quick and large
gains
Don not choose a business process that is plagued with political problems
A problem statement
The best way to mange a business process improvement project is to apply agile
development methods. Break the project into small iterations that are of fixed
duration (2-4 weeks) of time. Tangible deliverables should be produced as part of
each iteration. The work performed in each iteration should be prioritized and the
project team should focus their efforts on high priority items first. Retrospectives
should be conducted at the end of each iteration to capture lessons learned and
to make improvements for the next iteration.
5.
Often BPI projects gather a lot of managers into a room. A facilitator draws
various process maps on whiteboards; and miraculously coming up with the new
process. This just doesnt work in practice. Manager workshops have their place,
but they are often best used at the start of a BPI project, in order to get a high
level view of a business processes and to scope out the project, and later in the
project to work through a detailed model of the existing processes and to identify
and agree on improvements. Other techniques such as interviews, observations,
modeling, simulation, and benchmarking will most likely be needed to achieve the
objectives
It is simply a bad idea for BPI projects to elicit input and ideas from only
managers. Managers play a role in a business process improvement project, but
the really key people are the people that do the work. This is because the
workers actually carry out the business processes on a day-to-day basis and
know where the problems and workarounds are. They often have good ideas for
improving existing processes. Listening to them keeps them involved and makes
implementation much easier. Managers often have a view of the business
processes that does not actually reflect reality.
BPM project team members should observe workers going about their normal
activities. Relying on people simply telling you what they do, often results in big
chunks of a process being missed. Often people only discuss the sunny day
scenario when everything goes right. The biggest improvements are often
associated with removing or reducing error handling activities and eliminating
workarounds. Once a detailed model of the existing process has been prepared,
it should also be reviewed with the workers to identify improvements. Workers
often have excellent ideas for process improvement and getting their buy-in is
essential.
With rare exception, todays managers in most organizations spend most of their
time reacting to problems or critical situations; this is often referred to as crisis
management. BPM projects should spend considerable effort working with
managers to determine what information managers require to manage the
process and help them get out of crisis management and on to effectively
managing operations.
BPM projects should ensure they have a thorough understanding of the process
operates, what information is required to manage and monitor the process, and
then determine the best method to provide the information in a timely manner to
enable managers to move from reactive to proactive management and ultimately
to predictive management. These changes will greatly enhance management
maturity and provide the organization with a long-term continuous and
sustainable increase in productivity.