Everyone needs to keep pace with the changes happening in and around business these days. Gone are the times when attending a talking heads training course was good enough when the need is to return to work with a proven and tested approach that simply works immediately.
That is what the Certified Process Professional Masters (CPP-Master™) program is all about. With over 100,000 qualified professionals across 118 countries and established across 90% of the fortune 400 companies this training has a great pedigree. Review the detail for the upcoming Detroit session: https://detroit_cppmasters_2019.eventbrite.com
BPM helping in healthcare: We continue our occasional series on how different industry sectors are supported through the deployment of BPM – both as a technology, way of working and sustainable means of delivering the Triple Crown (lower costs, higher revenues and enhanced service).
Ottawa hospital won best project category at the annual PEX event in Orlando earlier this year. It is an annual forum sharing and exchanging information in and around BPM, Process Excellence and Customer Experience Management.
Hard to believe that it is already the second half of 2014. Where does time go these days?
There is no time to delay that next oomph and career boost with some specific hands-on training based on the approaches used in the worlds leading companies. As an individual the Certified Process Professional qualification is the gold standard with a proven pedigree of 28,000+ CPP’s since 2009. http://www.bpgroup.org/certification-by-city.html
Are you responsible for Process Management? If you are responsible for your organizations processes, performance management and/or the Customer Experience you can go further and bring the program in-house and have it customized around the CEMMethod for your specific environment. You will be joining organizations like Citibank, WCB, Nature Conservancy, IQ Business, Old Mutual, Mediclinic, Bank of Valleta, AIA, Vodacom, Aramco, NBAD, Reliance, ABB and dozens more – and that’s in the last two years!
The next 3 and 5 day Open 2014 classes in the USA, South Africa, Australia, UAE, Singapore and the UK.
Do you follow up on others to ensure that activities they are responsible for are being done in a timely manner so you can get your primary work done?
Any time we “check” on something, we are doing so because a Break Point exists.
Do you ever need to “fight a fire”?
Every “fire” exists because of a Break Point, Moment of Truth or Business Rule.
What about meetings? Do you have meetings in order to get everyone “on the same page”?
Many meetings exist solely to coordinate and communicate the actions that need to be taken in response to “break downs” from Break Points and Moments of Truth.
How many actions do you take to confirm something got done, has been completed or to check on something to make sure it is in a particular place, with a particular person, etc?
Actions taken to confirm other actions are behaviors that arise from failures that have occurred in the past (we have learned our lesson) at Break Points and Moments of Truth.
How many times have you had to fill out one or more forms to “document” the fact that something got done?
Documenting normal work is a behavior spawned by process failure at one or more Break Points as a means to “reduce” the number of failures that don’t get “caught.” (This is called fixing the effect – which always leads to the creation of more Causes of Work.)
Remember, any place that a hand-off occurs for any interaction between any combination of people and systems, a Break Point exists.
What do you need to know to put this strategy to work for you?
It’s simple. You are only five steps away from identifying the causes of work in your organization then eliminating them. You need to have a target, Break Points identified, Actions identified, Cost/Benefit Assessment and your Cost Reduction Plan.
…or that is what the Mayan’s say. The big day is 21 December 2012. Whether we experience the apocalypse, or it is just another dull day before Christmas? remains to be seen. Meanwhile we had better make use of the time in hand 😉
With that in mind I have turned my attention to a genius of time management, managing conflicting interests and on the whole being hugely successful at such a young age…. James Dodkins. Here are his tips for pre Armageddon (and tuning in to deliver that project success).
Sort your life with this formula, agree with yourself at bedtime and Kazam…
Creating Successful Customer Outcomes (SCO’s) must begin with the understanding that process is a means to an end, not an end of itself. I do not want a doctor, a medical or a diagnosis. What I need is to get well.
We also should avoid another trap. That is capturing requirements on the solution rather than describing customer needs. All the customer focus groups, surveys and quality reviews are looking at current stuff, not on the SCO. Therefore they are limited and may even completely derail customer delivery, sometimes with tragic consequence.
Processes that clearly align with SCO’s achieve five times the success rate of processes that have a poor fit with customer need.
It is also a legacy from the Industrial Revolution and notably Adam Smith’s book “The Wealth of Nations” (1776). Are you organizing yourself like a Scottish pin factory or more realistically for the second decade of the 21st century?
Someone who takes a sideways swipe at the ‘sub division of labor’ is Seth Godin.
In many countries, the phrase public service is considered something of an anachronism. At all levels of government and government led services, customers perceive that overall they get a raw deal when compared to the levels of service they now regularly expect from privately held organizations. In this article we will explore how Customer Age thinking and the concepts of Successful Customer Outcomes and Next Practice are helping to change that perception and lead to increased efficiency in public services around the globe.
With regard to the issues of local, regional, or national government we firstly need to remember that in a democracy government is of the people, by the people, with the will of the people. As governments increasingly raise taxes and start to play a more active role in the everyday lives of people there is a real risk that if they do not focus on their “customer” and what the customer wants, that they might lose that will. So for government departments at all levels there needs to be very clear on who the customer is and what they want. In this they are no different from a private enterprise, customers do not care about your internal bureaucracy or your policies and procedures, they do care about being able to access your services in an efficient manner and know that they are being cared for.
Nobody is suggesting for one moment that you can please everybody. But if those that you are not pleasing are displeased through poor service or overly complicated procedures and policies then they have in most cases good cause to complain. Indeed, employees in the public sector would do well to remember that it is their tax money that is being potentially wasted too! Many people might feel that government and public sector is “different” and that the same rules cannot apply. To a small extent this may be right, but in the majority of cases fresh thinking can still lead to increased service and efficiency.
Take the case of a police force. While recently working with a regional police department the point was raised, that they are a very different business, and unlike anything in the private sector. This is typical of the inside out thinking that tends to occur in public service. It we look at it from the outside in, the police force could be considered rather like an insurance company. The parallel is quite a simple one. With insurance we pay a monthly or annual premium to a company on the promise that if something goes wrong we can contact them and they will sort it out – cars, home, or life. So in the case of the police we pay taxes each month (our premium) so that if something goes wrong we can contact them and they will send someone to help us – surely this is just the same, from the customer point of view, as the insurance scenario? The same also of course can be said of the fire and ambulance services. Why then can such services not look at what insurance companies are doing in order to improve service and responsiveness? As a side issue in another discussion with a different police service the issue of customer became apparent in a different way. In this force they felt that the way they had been organized was to ensure that they provided the best service to their customer, it was just that in their case they saw the criminal as the customer, not the victim! So when identifying your customer you do need to be clear on your purpose in order that you are serving the right customers.
The example of the emergency services given here is a good example of how “Outside-In” can be applied in the public service and how in looking for new and innovative ways to improve service and increase efficiency the public sector can benefit from looking at how the very best people are handling that situation, regardless of geography or industry sector.
The parallels do not end there though. Those familiar with the Beatles may recall a song from Sergeant Peppers Lonely Hearts Club Band (an older but a goody) and a track mentioning 4,000 pot-holes in Blackburn, Lancashire. The song related John Lennon’s curiosity at how many pot-holes would it take to fill the Albert Hall (a particular large musical venue in central London) and indeed why were there so many holes? Well clearly at that time he had never visited Chicago as they have enough holes to fill the Grand Canyon!
The story of how the Chicago Works Department transformed a moribund public service (fixing said potholes) which typically took 6-8 weeks, involved up to 30 people, and on average cost an incredible $42,000 USD is now becoming legend in BPM parlance.
The full story of the fix will wait for another day however the quantum leap here with Outside-In and Successful Customer Outcomes drew its inspiration from Expedia. Daniel Pink (A Whole New Mind) would be proud of the right brain thinking which imported Expedia’ scheduling ‘idea’ to let citizens define the problem, chose a suitable repair and select a convenient date for the repair team fix from a two screen web based system. Problem fixed. Now on average 4 days, 5 people and $2,000 USD. That still seems a lot (especially for tax payers) for filling a hole but boy is it giant step in the right direction!
Of course we can extend this thinking even further into many walks of public service. Where would you start your Outside-In endeavors?