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The Power of Business Process Improvement: 10 Simple Steps to Increase Effectiveness, Efficiency, and Adaptability
Every business process in every organization can be made better, more efficient, more flexible and more adaptable to changing needs. Business process improvement (BPI) can drive substantial bottom-line increases, ultimately accelerating the revenue cycle. "The Power of Business-Process Improvement" proves that even sweeping BPI initiatives don't have to be complex, time-consuming projects. This incredibly practical book cuts through lengthy, technical explanations with a 10-step method designed for busy professionals with real-world problems. Starting with simple tools to help the reader develop a process inventory, the book shows how to prioritize and map processes, apply improvement techniques, test new processes and rework them as necessary and implement the changes.
- GenresBusiness
338 pages, Hardcover
First published February 17, 2010
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206 people want to read
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Displaying 1 - 11 of 11 reviews
April 4, 2020
Knowing or unknowingly we follow processes. Few process are documented and few are not documented. It becomes very important to document vital processes which gets followed in the organization which will ensure the Standardization and business benefits. However it is also important to know how to develop the business process. This book is about the steps needs to be considered to design, develop, implement, test and improve the business processes.
Bill Gates wrote in his book Business @ the Speed of Thought: Succeeding in the Digital Economy that ‘‘A rule of thumb is that a lousy process will consume ten times as many hours as the work itself requires.’’ Improving business processes enables you to stay competitive and to increase your responsiveness to your customers, the productivity of your employees doing the work, and your company’s return on investment.
The objectives of BPI are:
• Effectiveness: Does the process produce the desired results and meet the customer’s/client’s needs?
• Efficiency: Does the process minimize the use of resources and eliminate bureaucracy?
• Adaptability: Is the process flexible in the face of changing needs?
The Ten Simple Steps to Business Process Improvement
Step -1 : Develop the Process Inventory
- Identify and prioritizing the process inventory
- The process inventory is a list of the business processes that a department or area owns, and you have to build one if you find that such a list does not exist. You can identify business processes by reviewing the work done by a department, by scanning job descriptions, or by talking to colleagues to identify their roles and responsibilities
The following four general categories help you determine the relative importance of one business process over another
1. Impact: How much does the business process affect the business? | Numbers affected & Client
2. Implementation: How feasible is it to make the change? – Time to Market | Funding | Timing of N
3. Current State: How well is the process working today? – Client Satisfaction | Pain Level | Process Exists ?
4. Value: What is the benefit, or return, of improving the process? – Benefit score Total Score
Step – 2: Establish the Foundation
The scope definition document guides you through the exercise of establishing the foundation for a business process. It becomes your blueprint. Scope creep is the veering away from the original purpose of the work without an increase in time, resources, or money.
The Eight Sections of the Scope Definition Document – Process Name | Process Owner | Description or Purpose of the Process | Scope is the breadth or area covered by a process. | Process Responsibilities | Client and Client Needs | Key Stakeholders and Interests | Measurements of Success
Step – 3 : Draw the Process Map
A process map is a visual representation of a series of connected activities that, when strung together, deliver a meaningful outcome to the client/customer.
Process Maps – High Level and Detailed and either the standard or cross-functional process map. Creating the process map and detail document provides the business with a tool that can be used as a standard operating procedure to train new employees
Step – 4: Estimate Time and Cost
Process time is the time required to complete a single activity in a process.
Cycle time is the time required to complete an entire process, from its first to its last step.
Process Cost includes;
1. The cost of the people who do the work
2. The cost of technology tools used in the process
3. The cost of overhead such as space, air conditioning, and the like
4. Determine the FTE (full-time equivalent) number to use.
5. Determine the salary and employee benefit rate to use for the employees or process workers.
validate the accuracy of the process map with three groups of employees: - Process Owners | Stakeholders | Sponsor. The validation should focus on : Accuracy of the process map | Points requiring clarification | Accuracy of the time estimates
Step – 5 : Verify the Process Map
Step – 6: Apply Improvement Techniques
Bill Gates is credited with saying, ‘‘The first principle for any technology you contemplate introducing into a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will just entrench the inefficiency.
The improvement technique wheel guides you through eliminating bureaucracy, evaluating value added activities, eliminating duplication and redundancy, simplifying the process/reports/forms, reducing cycle time, and applying automation tools.
Bureaucracy is ‘‘productivity’s enemy.’’ Use SALT as a filter to eliminate bureaucracy (Statutory, Audit, Legal, Tax)
Keep it simple, silly.
Step – 7: Create Internal Controls, Tools, and Metrics
Identifying points in the business process where a mistake can occur provides the opportunity to introduce internal controls. Developing an internal control document, which contains the details about how to avoid common errors, provides an effective training tool for new employees. Creating metrics to support the measurements of success defined in the scope definition document allows you to evaluate whether the process works as planned.
Step – 8: Test and Rework
1. Create the test plan.
2. Develop the scenarios (or testing sheets).
3. Implement the test plan.
4. Summarize the feedback received and the challenges encountered,
then rework the process and tools.
5. Retest (if appropriate).
Step – 9: Implement the change
1. Change management: Impact analysis
2. Testing: Testing plan
3. Communication: Communication plan
4. Training: Training plan
5. Gain Sponsor Buy-in
Step – 10: Drive continuous improvement
The continuous improvement cycle confirms that the business process continually delivers effectiveness, efficiency, and flexibility to the organization.
The four phases - evaluate, test, assess, and execute (PDCA) provide the necessary structure.
The Six Sections of the Executive Summary
Executive summary with an intriguing or compelling statement that grabs the reader’s attention, and shall have the following sections:
- Project focus | Goals | Summary | Key findings | Deliverable | Appendix (if applicable)
Recommendation :
It is an good book to understand the process and process documentation for beginners.
Bill Gates wrote in his book Business @ the Speed of Thought: Succeeding in the Digital Economy that ‘‘A rule of thumb is that a lousy process will consume ten times as many hours as the work itself requires.’’ Improving business processes enables you to stay competitive and to increase your responsiveness to your customers, the productivity of your employees doing the work, and your company’s return on investment.
The objectives of BPI are:
• Effectiveness: Does the process produce the desired results and meet the customer’s/client’s needs?
• Efficiency: Does the process minimize the use of resources and eliminate bureaucracy?
• Adaptability: Is the process flexible in the face of changing needs?
The Ten Simple Steps to Business Process Improvement
Step -1 : Develop the Process Inventory
- Identify and prioritizing the process inventory
- The process inventory is a list of the business processes that a department or area owns, and you have to build one if you find that such a list does not exist. You can identify business processes by reviewing the work done by a department, by scanning job descriptions, or by talking to colleagues to identify their roles and responsibilities
The following four general categories help you determine the relative importance of one business process over another
1. Impact: How much does the business process affect the business? | Numbers affected & Client
2. Implementation: How feasible is it to make the change? – Time to Market | Funding | Timing of N
3. Current State: How well is the process working today? – Client Satisfaction | Pain Level | Process Exists ?
4. Value: What is the benefit, or return, of improving the process? – Benefit score Total Score
Step – 2: Establish the Foundation
The scope definition document guides you through the exercise of establishing the foundation for a business process. It becomes your blueprint. Scope creep is the veering away from the original purpose of the work without an increase in time, resources, or money.
The Eight Sections of the Scope Definition Document – Process Name | Process Owner | Description or Purpose of the Process | Scope is the breadth or area covered by a process. | Process Responsibilities | Client and Client Needs | Key Stakeholders and Interests | Measurements of Success
Step – 3 : Draw the Process Map
A process map is a visual representation of a series of connected activities that, when strung together, deliver a meaningful outcome to the client/customer.
Process Maps – High Level and Detailed and either the standard or cross-functional process map. Creating the process map and detail document provides the business with a tool that can be used as a standard operating procedure to train new employees
Step – 4: Estimate Time and Cost
Process time is the time required to complete a single activity in a process.
Cycle time is the time required to complete an entire process, from its first to its last step.
Process Cost includes;
1. The cost of the people who do the work
2. The cost of technology tools used in the process
3. The cost of overhead such as space, air conditioning, and the like
4. Determine the FTE (full-time equivalent) number to use.
5. Determine the salary and employee benefit rate to use for the employees or process workers.
validate the accuracy of the process map with three groups of employees: - Process Owners | Stakeholders | Sponsor. The validation should focus on : Accuracy of the process map | Points requiring clarification | Accuracy of the time estimates
Step – 5 : Verify the Process Map
Step – 6: Apply Improvement Techniques
Bill Gates is credited with saying, ‘‘The first principle for any technology you contemplate introducing into a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will just entrench the inefficiency.
The improvement technique wheel guides you through eliminating bureaucracy, evaluating value added activities, eliminating duplication and redundancy, simplifying the process/reports/forms, reducing cycle time, and applying automation tools.
Bureaucracy is ‘‘productivity’s enemy.’’ Use SALT as a filter to eliminate bureaucracy (Statutory, Audit, Legal, Tax)
Keep it simple, silly.
Step – 7: Create Internal Controls, Tools, and Metrics
Identifying points in the business process where a mistake can occur provides the opportunity to introduce internal controls. Developing an internal control document, which contains the details about how to avoid common errors, provides an effective training tool for new employees. Creating metrics to support the measurements of success defined in the scope definition document allows you to evaluate whether the process works as planned.
Step – 8: Test and Rework
1. Create the test plan.
2. Develop the scenarios (or testing sheets).
3. Implement the test plan.
4. Summarize the feedback received and the challenges encountered,
then rework the process and tools.
5. Retest (if appropriate).
Step – 9: Implement the change
1. Change management: Impact analysis
2. Testing: Testing plan
3. Communication: Communication plan
4. Training: Training plan
5. Gain Sponsor Buy-in
Step – 10: Drive continuous improvement
The continuous improvement cycle confirms that the business process continually delivers effectiveness, efficiency, and flexibility to the organization.
The four phases - evaluate, test, assess, and execute (PDCA) provide the necessary structure.
The Six Sections of the Executive Summary
Executive summary with an intriguing or compelling statement that grabs the reader’s attention, and shall have the following sections:
- Project focus | Goals | Summary | Key findings | Deliverable | Appendix (if applicable)
Recommendation :
It is an good book to understand the process and process documentation for beginners.
October 18, 2022
I really strive to be well-rounded when it comes to all areas of Continuous Improvement. TOC, Lean, Six Sigma, Agile/Scrum, and project management. I like to read (listen) and then apply. So I was really interested in reading about something that I had little knowledge of BPI.
Although the narrator had a very pleasant voice and the chapters were manageably small, there are simply some books that should not be audiobooks. This audiobook continuously referenced the PDF. When I went to the PDF it was over 150 pages. Unfortunately, so much of the book was "figure x.y shows" and "see diagram y.z for more information." This constant referencing made it nearly impossible to stay engaged since 99% of my audio learning is done during my commute.
What I was able to stay engaged with, didn't seem like anything terribly new. The author simply organized several concepts that I have been exposed to in the past (process mapping, value/impact metrics among others) into a neat package.
I was put off by a number of comments. The first one is "I invented the system". I believe she may have put together a nice process, but I question what the author invented. Second when it came to discussing benefits the fact that she threw out there the fact that some employees may have to be let go because of an improvement always sticks in my craw. I almost stopped listening then, but I did continue.
What I got out of this, is that BPI is really not a collaborative method that involves all employees. It is a methodology where people are improving a process somewhat in a vacuum. This goes against the very grain of what I have spent the last two decades. I liken it to doing kaizen to someone.
I think there are enough CEOs who feel improvement is the responsibility of 1-2 people in the organization .. here is where this method will come in very handy. But for me and my way of working, I may take away some of the tools, but the method is just not for me.
Although the narrator had a very pleasant voice and the chapters were manageably small, there are simply some books that should not be audiobooks. This audiobook continuously referenced the PDF. When I went to the PDF it was over 150 pages. Unfortunately, so much of the book was "figure x.y shows" and "see diagram y.z for more information." This constant referencing made it nearly impossible to stay engaged since 99% of my audio learning is done during my commute.
What I was able to stay engaged with, didn't seem like anything terribly new. The author simply organized several concepts that I have been exposed to in the past (process mapping, value/impact metrics among others) into a neat package.
I was put off by a number of comments. The first one is "I invented the system". I believe she may have put together a nice process, but I question what the author invented. Second when it came to discussing benefits the fact that she threw out there the fact that some employees may have to be let go because of an improvement always sticks in my craw. I almost stopped listening then, but I did continue.
What I got out of this, is that BPI is really not a collaborative method that involves all employees. It is a methodology where people are improving a process somewhat in a vacuum. This goes against the very grain of what I have spent the last two decades. I liken it to doing kaizen to someone.
I think there are enough CEOs who feel improvement is the responsibility of 1-2 people in the organization .. here is where this method will come in very handy. But for me and my way of working, I may take away some of the tools, but the method is just not for me.
March 10, 2023
I wasn't exactly the target audience of this book, which definitely affects my opinion of it. This book is probably most useful for someone who has a job helping improve business processes in organizations, either internally with their company or as a consultant or something helping other organizations improve their business processes.
This book basically documents a 10-step business process for systematically improving business processes in organizations. The steps are good and have a lot of valuable information IF you are doing that very specific job. I was reading this book to learn more about how to improve the business processes I am responsible for at work and this book had some information that was useful and some that was not terribly relevant to me.
All in all, not a bad book but not amazing either.
This book basically documents a 10-step business process for systematically improving business processes in organizations. The steps are good and have a lot of valuable information IF you are doing that very specific job. I was reading this book to learn more about how to improve the business processes I am responsible for at work and this book had some information that was useful and some that was not terribly relevant to me.
All in all, not a bad book but not amazing either.
November 8, 2019
As I read this, I kept being reminded of those many project management how-to books I’ve read throughout my career. Page describes in detail the process to catalog and define business processes, and puts together a plan on effecting and managing related change. I approached this book as a way to reintroduce myself to the concepts of BPM, and I did recognize much of this from my work with a BPM software vendor. I believe this would be valuable to those approaching a BPM project without an existing framework to use. This provides the framework and samples of plans and processes and assets. Seems like this would be a valuable resource to many.
January 4, 2020
A great step by step book following 10 steps but in great detail and with really hearty examples!
The ten steps that is broken down:
1) Develop the process inventory
2) Establish the foundation
3) Draw the process map
4) Estimate time and cost
5) Verify the process map
6) Apply improvement techniques
7) Create internal controls, tolls and metrics
8) Test and rework
9) Implement the change
10) Drive continuous improvement
As straightforward as it may seem, its the finer notes and examples that makes this book a great read when you need guidance and direction into your project or any business process means.
The ten steps that is broken down:
1) Develop the process inventory
2) Establish the foundation
3) Draw the process map
4) Estimate time and cost
5) Verify the process map
6) Apply improvement techniques
7) Create internal controls, tolls and metrics
8) Test and rework
9) Implement the change
10) Drive continuous improvement
As straightforward as it may seem, its the finer notes and examples that makes this book a great read when you need guidance and direction into your project or any business process means.
This entire review has been hidden because of spoilers.
July 31, 2018
excellent and simple book, the author gives us a step by step approach on how to improve a process, by a clear method.
August 23, 2019
Incredibly useful and practical
November 4, 2020
nothing remarkable. actionable and applicable tools for process improvement. Page gives many examples.
July 3, 2012
Susan Page does a pretty nice job with her book. From my perspective, she does a fair job of delivering on the title promise: 10 simple steps to increase effectiveness. Yes, I think that is exactly what she presents.
The writing is well-done and the information is easy to follow. The graphics were not tremendously compelling, but they were to-the-point and easy to follow.
In terms of criticism, there really isn't anything groundbreaking here. Susan Page's primary contribution is to pull together existing information on process improvement, eliminate a lot of the fluff and unnecessary jargon, and then present it in a concise, easy to understand, and useful package.
I like the book; I just wasn't blown away by it. I recommend The Power of Business Process Improvement to anyone with an interest in the topic. It will be useful for a newbie but also to more experienced practitioners.
The writing is well-done and the information is easy to follow. The graphics were not tremendously compelling, but they were to-the-point and easy to follow.
In terms of criticism, there really isn't anything groundbreaking here. Susan Page's primary contribution is to pull together existing information on process improvement, eliminate a lot of the fluff and unnecessary jargon, and then present it in a concise, easy to understand, and useful package.
I like the book; I just wasn't blown away by it. I recommend The Power of Business Process Improvement to anyone with an interest in the topic. It will be useful for a newbie but also to more experienced practitioners.
February 23, 2015
Great no-nonsense book with easy to follow 10 step approach that works very well for majority of BPI projects. Some fantastic takeaways in here, especially when it comes to change management side of things.
Displaying 1 - 11 of 11 reviews