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Business Process Reengineering

Business Process Reengineering. A how-to for understanding and improving your county’s business process NC WSS Leadership Summit – April 22-23, 2013. www.pcghumanservices.com. Goal.

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Business Process Reengineering

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  1. Business Process Reengineering A how-to for understanding and improving your county’s business process NC WSS Leadership Summit – April 22-23, 2013 www.pcghumanservices.com

  2. Goal Equip county leaders to document, analyze, and redesign their business process in order to gain efficiency and improve service delivery for families.

  3. Agenda • Introduction • Benefits of BPR • Special Considerations for Social Services Agencies • Lean Concepts for Human Services • Methodology • Let’s Try This Out…

  4. Introduction • Why does BPR matter? • What parts of the agency make up our business process? • Why follow a methodology to map and analyze business processes? • Who in my agency should understand these concepts? • What tools do I need to do this in my agency?

  5. Benefits of BPR • Households receiving their benefits accurately, sooner, with fewer eligible families going without benefits • Reduced customer time waiting in lobbies • Case processing backlogs reduced or eliminated • Phone calls answered and returned on a timely basis, with a reduction in the number of calls overall • Flexibility in assigning work and  moving staff to “hot spots”

  6. Benefits of BPR, continued. • Reduction in customer complaints • Higher staff morale and less  stress • With monitoring and measures in place, managers canbe more responsive to problems before backlogs develop • With same day service as a goal,  there is a significant increase in the percentage of customers getting their business completed in one transaction Source: State’s SNAP BPR Efforts, USDA (2011).

  7. Special Considerations for HHS Programs • Not all methods are best suited for reengineering services targeting low-income families • Elapsed and actual time • Pain points for consumers • Goal setting and performance measurement • Technology won’t solve all problems; process must be addressed also • Vision and principles at all levels • When things get tough, stick to your new process

  8. Lean Concepts for Human Services • Look at the process from a customer’s point of view • Eliminate non value-add steps and tasks • Implement low-cost solutions first (i.e. changing the process before acquiring a new technology) • Simplify the process by asking why each step exists, and eliminating non value-add steps • Do each task only once • Implement visual systems • Do it right the first time • Standardize work • Set specific, aggressive, and appropriate goals based on baseline data

  9. Lean Approach to BPR Provide high quality services that meet customer needs, with the fewest agency resources possible. • Meet their needs as quickly and simply as possible, with the highest quality • Resources • Use facts to solve problems • Use a disciplined approach • Sustainable continuous improvement

  10. The 8 Wastes • Overproduction • Waiting • Transportation • Non Value-Add Processing • Excess Inventory • Errors • Excess People Motion • Underutilized People

  11. Methodology • Plan and clearly identify goals • Consider key deadlines, go-live dates, or start dates for new staff 2. Gather “As Is” and validate • Make sure to thoroughly validate with the staff who perform these tasks every day • DELIVERABLE: “As Is” Process Map

  12. Methodology, continued. • Gather “To Be” and validate • Vision of future process (may not be known at this point, and require facilitation to identify impacts for staff and customers) • DELIVERABLE: “To Be” Process Map, Use Cases 4. Gap Analysis and Implementation Plan • DELIVERABLE: Plan with action steps, timelines, and required resources 5. Performance Measurements and Indicators • Set reasonable goals, based on historical data from your county

  13. The Process Map A process flow is a strong visual reference to help understand the process and to focus discussion. It should include: • Inputs and Outputs • Events • Decision points • Alternate flow • Event that has a condition that triggers an alternate flow. For example, expense is not approved • Exception condition • Something that will not allow the process to finish • May trigger an entirely different process

  14. Step by Step Data Collection • Step • Step description • Amount of time waiting • Number of people • Staff time • Value add % • Required Non-value add % • First pass yield

  15. Elements of a Process Map • Symbols • Connectors • Time • Actual • Elapsed

  16. Process Flow Tips • Presentation • ‘Swim Lanes’ • Logical flow, left to right • Get as detailed as is necessary for the validation required • Keep your audience in mind • Their view of the world • Vocabulary

  17. Exercise: Develop new business process for the reception function in your county office. Let try it…

  18. Contact Sheet Rachel Goldstein Judy Lawrence Judy.lawrence@dhhs.nc.gov (336) 227-2063 rgoldstein@pcgus.com (617) 426-2026

  19. Public Consulting Group, Inc. 148 State Street, Tenth Floor, Boston, Massachusetts 02109 (617) 426-2026, www.publicconsultinggroup.com

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