TRAINING 3^RD ANNUAL PROCESS MANAGEMENT EXCELLENCE TRAINING AND COMPETITION
TRAINING 3 PENGELOLAAN PROSES TAHUNAN, PELATIHAN, DAN KOMPETISI YANG SANGAT BAIK
TRAINING CUSTOMER PERSPECTIVE INCREASE CUSTOMER SATISFACTION
It is time to disassemble your box and start thinking outside of it
GML Performance Consulting proudly presents:
PMX Process Management Excellence A 3 Day Practical and Competitive
Workshop on Process Improvement
Companies and Government Departments are always seeking to reduce
their costs and improve the quality of their services. Today the
endless pursuit of process excellence namely “faster, better and
cheaper” products and services is a key challenge all organisations
face.
GML has done extensive world-wide research on ways organisations
attempt to achieve process excellence. Working with their Australian
partner Dr Paul Walsh from the University of New South Wales Executive
Education Unit, GML has developed a unique process improvement method
known as MMI or Map-Measure-Improve. Following the MMI method
guarantees measureable improvement in business process performance.
GML is pleased to announce The 2nd Annual PMX Workshop led by Dr Paul
Walsh. Over 3 days participants will learn how to Map, Measure and
Improve their business processes reaching new levels of performance.
Participants will walk away with the Excel-based tools and templates
that support the MMI method.
Competition brings out the best in people. GML will offer teams from
companies and government departments the opportunity to apply the MMI
method to a process of their choosing. Teams will compete against one
another in two categories:
1. Best MMI application in government
2. Best MMI application in business
An Award ceremony will be hosted by GML and Dr Paul Walsh.
Participants will experience the tools and techniques behind MMI
through a simulated process improvement activity based on the
principles of adult learning. The simulation will provide a safe
learning environment where participants can experiment with the
different phases of MMI and have fun learning new concepts.
Process Management
Process management (PM) is a management system, which specifically
organizes the work processes in companies, in which its ultimate
purpose is to create work processes that are:
1. Effective, give the results as expected by customers (both
external and internal)
2. Efficient, use resources optimally and eliminate bureaucracy
3. Adaptive, have the flexibility in encountering the changes ahead
Process management needs to be conducted to ensure that the company’s
business process is already advancing effectively and efficiently. The
success in process management gives direct impact to a lot of strategy
objectives.
Those strategy objectives are:
1. Financial Perspective: Increase cost efficiency, Increase Asset
Utilization.
2. Customer Perspective: Increase customer satisfaction.
3. Internal Business Process Perspective: Improve lead time, reduce
wastes, improve product quality
4. Learning & Growth Perspective: Increase employee satisfaction.
On improving the process management, there are three simple steps
applied in one continuous cycle, which become the key success factor
of process excellence:
MAP, MEASURE, and IMPROVE.
REPORTED BENEFITS AND SAVINGS FROM PROCESS
MANAGEMENT COMPANIES
Company Metric / Measures Benefit / Savings
General Electric (1 year period) Financial $ 2.4 billion
Motorola (10 year period) Financial $ 14 billion
Allied Signal (5 year period) Financial $ 1.4 billion
DuPont (5 year period) Financial $ 1.6 billion
Mount Carmel Health System (1 year period) Financial $ 2.4 million
Johnson and Johnson (1 year period) Financial $ 500 million
Motorola (1 year period) In-process defect levels 150 times reduction
Citibank / Global equipment Customer Satisfaction Reduced cycle time
from customer placing an order to service deliver by 67%
Bank of America Customer Satisfaction Reduced customer problem by 24%
Process Management Cycle: MAP
To conduct the process improvement in process management, the first
phase that needs to be done is mapping the as-is process. By mapping
the processes, we are able to comprehend the essence of these
processes and sub-processes, from process flow, time to start and
finish a process, expense, and other resources needed in order to
finish the aforementioned processes. Those resources are humans,
tools, equipments, etc.
By mapping the as-is processes, we also obtain the hollistic and
strong understanding about the processes, able to see the
opportunities of improvement that can be done, and more importantly,
able to see the impacts upon the implementation of the aforementioned
improvements in that process.
Process Management Cycle: MEANSURE
The second phase is measuring the process. Measurement needs to be
conducted to quantify the exact value of processes, which can be
measured by these factors:
1. Expense : How much cost expensed to execute the process from the
input to output
2. Time : How much time consumed to execute the process from
the input to output
3. Quality : How is the quality of the produced result from the
process execution
Once all these factors measured based on the mapped as-is processes,
the opportunities and ideas of improvement should be able to identify
through the set of analysis tools.
Process Management Cycle: IMPROVE
The last phase of the process management cycle is Improve, where the
ideas of improvement are validated and tested as a pilot project for
certain period. Once the expected result succeeds, then the next step
is to make the plan for the permanent implementation and control for
the process sustainability and further identification of improvement.
AGENDA
Day 1
09.00 Introduction to GML PMX and the Award
Introduction to the Map – Measure – Improve method for process
Improvement
Process Simulation Class activity: Current State
10.30 – 10.45 Morning Tea
Theory: Tools to Map processes (Value Chains, SIPOC, Swim Lanes, Value
Stream Map)
Practice: Class Exercise Mapping the Process Simulation
12.30 – 13.30 Lunch
Application: Participants select a process from their workplace and
develop an appropriate Map
15.00 – 15.15 Afternoon Tea
Presentation and Tuning: Participants present their Maps, receive
feedback and fine-tune
Day 1 Ends Day 1 Ends
Day 2
09.00 Review of Day 1
Theory: Tools to Measure processes (Data Collection Plan, Graphical
and Statistical Tools)
Practice: Class exercise: Measuring the Process Simulation
10.30 – 10.45 Morning Tea
Application: Participants identify measures by developing
a Data Collection Plan for their work process
Class exercise: How to assess the accuracy and reliability of Data
12.30 – 13.30 Lunch
Application: Participants identify measures by developing a Data
Collection Plan for the same process from their workplace
Presentation and Tuning: Participants present their Data Collection
Plans, receive feedback and fine-tune
15.00 – 15.15 Afternoon Tea
Theory: Tools to Improving processes (Root Cause Analysis, Measuring
and Sustaining Improvements)
Practice: Process Simulation Class Activity: Pilot Future State
Day 2 Ends Day 2 Ends
Day 3
09.00 Review of Day 2
Application: Participants do Root Cause Analysis and develop
Improvement Plans for the same process from their workplace
10.30 – 10.45 Morning Tea
Presentation and Tuning: Participants present their Root Cause
analysis and their Improvement Plans, receive feedback and fine-tune
12.30 – 13.30 Lunch
Judging criteria are explained to the participants.
Final Presentation Preparation:
Participants prepare a set of slides to demonstrate their
understanding of the MMI method and its application
Final Presentation Delivery:
Participants present their final presentations to a judging panel
15.00 – 15.15 Afternoon Tea
Award Ceremony: Prizes are given to the best presentations in the
nominated categories.
Wrap Up
Day 2 Ends Workshop End
ABOUT FACILITATOR
Dr. Paul Walsh
And GML Performance Consulting
Paul Walsh is a Principal Consultant of GML Performance Consulting. He
is also a Program Director of BSC and Lean Six Sigma practice at
Australian Graduate School of Management, a joint venture between the
University of Sydney and University of New South Wales. In his
capacity as an academic, he has published widely in research and
professional management journals.
Dr Walsh is an active consultant in the areas of performance
measurement, strategy deployment and process management, and has an
extensive client list, such as: Singtel Optus, Uncle Tobys, BHP
Biliton, Morgan Stanley, Precision Valve, BOC Gases, Zinifex Ltd,
Century Oils, Steggles, NSW Treasury, Reverse Bank, St. Vincents
Hospital, Link Market Services and Theiss. He has consulted
extensively in Indonesia, Australia, and Singapore for both private
and government organizations.
Dr Walsh has presented more than 200 public and in-house management
development workshops. His workshops are part of the national
professional development activities of the Australian Society of
Certified Practising Accountants and Institute of Chartered
Accountants. He has been a member of the team responsible for setting
the criteria for the Australian Quality Awards.
Dr Walsh has recently written comprehensive reviews on the use of the
Balanced Scorecard in the Australian Defence Force and Brisbane City
Council. He has been at the forefront in developing methods to
support new ways for developing performance management systems. He has
influenced the way KPIs are managed in many private and public sector
organizations. Dr Walsh is considered a leading authority on the
Balanced Scorecard. He also serves as an academic reviewer for the
International Journal of Six Sigma and Competitiveness.
Over the past 5 years, Dr. Walsh has been performing as the lead
trainer for the Australian Graduate School of Management in the Green
Belt operational excellence program at Singtel, a leading regional
telecommunication corporation, which won 2014 IQPC Process Excellence
Award as the Best Improvement Project.