How Much Do You Love Your SOPs Part 1: Duplication
By Dee Carri
How much do you love your SOPs? Introduction
By Dee Carri
Over the years, organisations have spent vast sums of money developing, documenting, implementing and managing Standard Operating Procedures (SOPs) (See Q.20).The theory is that with SOPs in place people performing tasks are provided with clear instructions, making them more productive and making tasks repeatable with consistent outcomes. Management know that staff follow the clear instructions so it frees up management for higher value work and inspectors, auditors and regulators can trace a regulation through to an SOP or SOPs will prove that the regulation is implemented correctly.
Here are some of the top, upcoming BPM conferences and events for 2014. If you'd like an event mentioned or included on our blog, contact us here, with the relevant details.
A Case Study: Harmonisation of Business Processes & Development of an ERP System for One of the World's Leading Building Materials Firms Using Rapid System™Last week we shared an infographic, detailing the phases of Rapid System™ and how it saves time and brings better results for IT and ERP projects. Here, we offer a more in-depth look at how this works in real life. Click here if you would like to download a more detailed case study.
Is there a faster way to carry out IT and ERP projects?
Introducing a new IT or ERP system is a huge undertaking for organisations but a decision which, once in place, will offer numerous rewards. The problems most organisations face is not with the systems or software themselves, but with the implementation of them.
Nimbus Podcast: Dee Carri in Conversation with Mike Gammage on Quality, Compliance and Process Integration
Listen to the ten minute podcast >
Case Study: Using TPSoP® to Develop Process-Centric Procedures/Standard Operating Procedures for a Leading Biotechnology Company
(Click here to download a more detailed version of this case study.)
Business Process Management (BPM) and process thinking has the power to transformation whole organisations, and their entire culture, in every sector and industry. Process thinking represents a convergence of several disciplines that, enabled by technology, provide organisations with the ability to develop, document, improve, automate and monitor business processes.
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What is BPM?
BPM stands for 'Business Process Management' and refers to a systematic, holistic approach to management that aligns an organisation's business processes, or functions, to the needs of the client or customer. It also incorporates ways to continuously improve efficiency, quality, compliance, innovation and integration with technology. In short, it's a systematic approach to business processes that creates a leaner, more cost-effective, streamlined business. With the right BP consultants and training, an organisation’s entire culture and operations can be successfully changed for the better.
What can BPM do for us?
When an organisation runs in a 'process-based' manner, rather than as fragmented functions, the outcome is a more cost-effective, streamlined and efficient business with an improved or entirely new culture. We've seen this proven time and time again for companies in every industry and sector. And because BPM is not a 'once off' solution, your organisation doesn't change and become stagnant, but continually improves through the methods, training and fresh understandings in place.
What is BPMS?
BPMS stands for Business Process Management System (or Suite) and refers to an automated, technology based system that supports and improves your business process management. It can allow businesses to capture, manage and deploy their operational processes and supporting information to their entire workforce and can be tailored to suit the needs of your organisation. Choosing the right BPMS is vital. Contact us for consultancy on BPMS selection for your organisation.
Where did BPM come from and what is its history?
Process thinking is not new. In fact it can be traced back as far as the craft guilds of the 13th century. Today, it represents a convergence of several disciplines that, enabled by technology, provide orgnaisations with the ability to develop, document, improve, automate and monitor business processes.
How does BPM relate to other methodologies such as Lean, Six Sigma and ISO standards?
Lean aims to maximize customer value and minimise waste. Six Sigma seeks to improve the quality of process outputs by removing the causes of defects and minimising variability in manufacturing and business processes. ISO Standards ensure that products and services are safe, reliable and of good quality. Some or all of these methodologies will be important parts of many organisations, and rightly so. BPM relates to and improves each of them. Process is an important part of each methodology, but BPM practices and tools can help ensure they are in line with the whole organisation and can minimise any waste or duplication, while continuing to reap the rewards of each methodology's individual purpose.