Reengineering business processes using the LEAN Six Sigma Approach

Introduction

• Introduction. Acquaintance with the participants and the seminar program

• Setting the goals of the workshop

Business process and approach concept

• Process approach to company management

• Business processes and their hierarchy: basic business processes and supporting processes. Typical business processes and their composition

• Business process limits, I / O, process owners

Practical work 1: Identification of the main business processes of the company, their classification.

Value stream concept

• LEAN-approach to the company's activities. The concept of value and loss

• Flow Creation of Value and its definition

• Mapping the value stream

• Features of the mapping of service and office processes

• Roles and tasks of Value Stream Manager

Optimization and reengineering of business processes

• Optimization and reengineering of business processes. Definition and differences

• Principles and stages of business process reengineering

• Disadvantages of local optimization

• Using a LEAN approach to optimizing and reengineering business processes

• Success factors in business process reengineering

Business Process Continuous Improvement Process Model

7 step method of continuous improvement of the efficiency of business processes

STEP 1. Determination of the pilot business process, its parameters and boundaries

Group work to determine the power supply parameters

Analysis of the current state of business processes and determination of the goal of changes

STEP 2. Mapping the Business Process

• Basic Tools for Value Stream Analysis:

• VSM

• Makigami

• SIPOC

Practical work 2. Mapping a pilot business process using the VSM / SIPOC method

STEP 3. Measurement

• Key performance indicators of business processes

• Leading and lagging indicators. Using them to improve the efficiency of processes

Practice 3: Determine Key Performance Indicators for the Process

STEP 4. Determining the goal of improving the business process

STEP 5. Analysis of the current state of the process

• Determination of critical requirements for process quality

• Definition of key variables at the output / input of the process

• Analysis of the causes of the current state and search for root causes

Business process improvement planning

STEP 6. Planning process improvement

Practical work 4. Building the future state of the business process using the VSM / SIPOC method

• Change management in business process reengineering

• Assessing the impact of change and readiness for change

• Identification of key stakeholders of change

• Change Management approach to improve the effectiveness of change implementation

Monitoring the efficiency of business processes

STEP 7. Control of the result and monitoring the effectiveness of changes

• Statistical tools for monitoring business processes

• Key performance indicators of business processes

• Visualization and teamwork. Their role in improving the efficiency of processes.

• Leadership in LEAN style. The Leader's Role in Implementing Business Process Reengineering

Practical work 5. Development of leading and late indicators

WrapUp

• Summing up, feedback

• Presentation of certificates