White Space Revisited E-Book

Geary A. Rummler

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 344

Veröffentlichungsjahr: 2009

Beschreibung

When Improving Performance: Managing the White Space on the Organization Chart was published in 1990, it was lauded as the book that launched the Process Improvement revolution. This was the book that first detailed an approach that bridged the gaps between organization strategy, work processes and individual performance. Two decades later, White Space Revisited goes beyond a mere revision of that groundbreaking book and refocuses on the ultimate purpose of organizations, which is to create and sustain value.This book picks up where Improving Performance left off and shares what we have learned about process in the past 15 years since it was published and how the reader (primarily practitioners) can capitalize on these notions in their own pursuit of process excellence. White Space Revisited is a comprehensive resource that offers process and performance professionals a conceptual foundation, a thorough and proven methodology, a set of remarkable working tools for doing process work in a more significant way, and a series of candid observations about the practice of Business Process Management (BPM). The book's time-tested methods, models, tools, and guidelines serve to align people, process, and technology White Space Revisited includes information on a wealth of vital topics and * Describes the difference in impact of focusing on single processes vs. large scale improvements * Provides an integrated step-by-step blueprint for designing, implementing, and sustaining process management * Offers a detailed methodology for strategic and tactical process definition and improvement * Spells out how to leverage the power of IT to optimize organizational performance * Shows how to integrate the energy and value of Six Sigma, Process Improvement and Process Management into an effective Process Excellence Group

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Table of Figures

List of Tables

Foreword

PREFACE

Acknowledgements

SPECIAL ACKNOWLEDGMENT

ACKNOWLEDGMENTS

SPECIAL THANKS

ABOUT THE AUTHORS

GEARY A. RUMMLER

ALAN J. RAMIAS

RICHARD A. RUMMLER

Introduction

OUTLINE AND PURPOSE OF THIS BOOK

WHO THIS BOOK WAS WRITTEN FOR

PART ONE - White Space Revisited

CHAPTER ONE - The Silver Anniversary of Process

CIRCA 1985

MILESTONES SINCE 1990

GENERAL RESULTS

CLOSING POINTS

CHAPTER TWO - Process in a Value Perspective

BASIC PREMISE: THE ORGANIZATION AS A SYSTEM

THE VALUE MACHINE

THE VALUE CREATION PERSPECTIVE

OVERVIEW OF THE VALUE CREATION HIERARCHY

KEY FEATURES AND BENEFITS OF THE VALUE CREATION HIERARCHY

CLOSING POINTS

CHAPTER THREE - The Value Creation Hierarchy

A DEFINITION OF PROCESS

VCS MILESTONES

NOW, A SECOND TRIP DOWN THE VCH

LEVEL 1: ENTERPRISE/BUSINESS

LEVEL 2: THE VALUE CREATION SYSTEM (VCS)

LEVEL 3: PROCESSING SUB-SYSTEMS

LEVEL 4: PROCESS

LEVEL 5: SUB-PROCESS/TASK/SUB-TASK

POTENTIAL PITFALLS IN CURRENT PRACTICES

CLOSING POINTS

CHAPTER FOUR - Developing the Value Creation Architecture of a Business

MAKING THE VALUE DIMENSION VISIBLE

A CLOSER LOOK AT VALUE CREATION ARCHITECTURE

WHY BOTHER DEVELOPING A VCA?

DEVELOPING THE VCA

CLOSING POINTS

CHAPTER FIVE - Process Management in the Value Creation Context

PERFORMANCE MANAGEMENT MODELS

CLOSING POINTS

PART TWO - Designing or Improving the Value Machine

CHAPTER SIX - A Framework and Methodology for VCS Design

MAJOR REQUIREMENT: A METHODOLOGY FOR THE VALUE CREATION SYSTEM

EVOLUTION OF THE METHODOLOGY

THE EFFECTIVE PROCESS FRAMEWORK (EPF)

RUMMLER PROCESS METHODOLOGY OVERVIEW

DESIGN DIMENSIONS

RPM ASSUMPTIONS

RPM ROLES

RPM CRITICAL SUCCESS FACTORS

CLOSING POINTS

CHAPTER SEVEN - RPM Project Walk-Through: Align, Analysis, Design

CLOSING POINTS

CHAPTER EIGHT - RPM Project Walk-Through: Commit, Build, Enable, Adopt

April 15-18

April 21-23

April 24-25

April 30

Commit Phase Summary

March-Mid-May

May-November

November-December

Build Phase Summary

Enable Phase Summary

January 5-March

Adopt Phase Summary

Project Summary and Timetable

CLOSING POINTS

CHAPTER NINE - Other RPM Applications

RPM AND OTHER PRACTICES

CLOSING POINTS

CHAPTER T E N - Designing Improvement Capability

INFRASTRUCTURE TO SUPPORT CHANGE

THE ROLE OF THE PERFORMANCE ARCHITECT

CLOSING POINTS

PART THREE - Implications

CHAPTER ELEVEN - Process and the IT Department

THE OPPORTUNITY FOR IT IN A PROCESS WORLD

BARRIERS TO SEIZING OPPORTUNITY

IMPLICATIONS

CHAPTER TWELVE - Summary

WHY THIS BOOK

THE “BIG IDEAS”

RPM METHODOLOGY

IMPLICATIONS

AFTERWORD

LIST OF ACRONYMS

NOTES

INDEX

ABOUT PERFORMANCE DESIGN LAB

Table of Figures

Figure 1.1 The Organization as a System

Figure 2.1 The Four Key Requirements of a Business

Figure 2.2 The Resources Fixation

Figure 2.3 The Value Machine

Figure 2.4 Value Creation Hierarchy

Figure 2.5 The VCH with Performance Goals

Figure 3.1 The Components of a Process

Figure 3.2 Value Creation Hierarchy

Figure 3.3 The Belding Engineering Organization

Figure 3.4 The Value Creation Hierarchy: Enterprise Level

Figure 3.5 The Super-System Map

Figure 3.6 The Primary Processing Systems of an Organization

Figure 3.7 Value Creation System Choices of Belding Engineering

Figure 3.8 Value-Resource Relationship Map

Figure 3.9 The VCH with Contributing Sub-Systems

Figure 3.10 Cross-Functional Value Creation Map

Figure 3.11 Cross-Functional Process Map

Figure 3.12 Process Map with Technology Swimlanes

Figure 3.13 Resource-Centric and Value-Centric Approaches to Process Definition

Figure 3.14 Alternative Views of Business as a Value Machine

Figure 4.1 Templates Used for Value Creation Architecture

Figure 4.2 Example of Business Process Framework

Figure 5.1 Performance Planned and Managed System

Figure 5.2 Detailed Performance Planned and Managed System

Figure 5.3 Work/Work Management System

Figure 5.4 Managing Two Dimensions

Figure 5.5 Belding Engineering Value Versus Resource Dimension

Figure 5.6 Performance Planned Process

Figure 5.7 Order-to-Cash Process Perfomance Data

Figure 5.8 Performance Planned Sequence

Figure 5.9 VCS Performance Data

Figure 6.1 The Past and Future of Process Improvement

Figure 6.2 The Effective Process Framework

Figure 6.3 The VCH and Key Variables Requirements

Figure 6.4 The Human Performance System

Figure 6.5 The Ideal HPS

Figure 6.6 The Technology Performance System

Figure 6.7 RPM Project Structure

Figure 6.8 RPM Critical Success Factors

Figure 7.1 Sterling Publishing Organization Chart

Figure 7.2 Sterling Publishing “Is” Value Creation System

Figure 7.3 Sterling “Is” Cross-Functional Process Map

Figure 7.4 “Should” Design Specifications

Figure 7.5 “Is” Versus “Should” Assumptions

Figure 7.6 “Should” Macro Process Design

Figure 7.7 “Should” Role-Responsibility Matrix (excerpt)

Figure 7.8 “Should” Details Document

Figure 7.9 “Should” Measures Chain

Figure 7.10 “Should” Management Domain Matrix (excerpt)

Figure 7.11a Process Management Tracking

Figure 7.11b Process Management Tracking

Figure 7.12 “Should” Change Requirements Document

Figure 7.13 “Should” Enablers Chart

Figure 7.14 Macro Implementation Plan

Figure 9.1 A Well-Designed Process

Figure 10.1 Infrastructure to Support the Change Process

Figure 10.2 Improvement Process Overview

Figure 11.1 Example of Functionally Focused Value-Resource Map

Figure 11.2 The Effective Process Framework

Figure 11.3 Level at Which Workflow Mapping Is Performed

Figure 11.4 RPM Methodology with Business and IT Roles

List of Tables

Table F.1 Rummler’s Performance Matrix

Table 1.1 The Scope and Range of Process Work

Table 3.1 Role-Responsibility Matrix

Table 3.2 Technology Enabler Chart (excerpt)

Table 4.1 VCA Tool Set

Table 4.2 Insight Team Project Summary

Table 5.1 Director of Finance Function Performance Measures

Table 5.2 Performance Management Routine

Table 6.1 Process perfomance Variables

Table 6.2 RPM Design Dimensions Versus EPF Variables

Table 6.3 RPM Detail Overview

Table 6.4 Process Engagement Grid

Table 7.1 Align Phase Pitfalls/Success Factors Matrix

Table 7.2 Analysis Phase Pitfalls/Success Factors Matrix

Table 7.3 Design Phase Pitfalls/Success Factors Matrix

Table 8.1 Implementation Planning Agenda

Table 8.2 Commit Phase Pitfalls/Success Factors Matrix

Table 8.3 Build Phase Pitfalls/Success Factors Matrix

Table 8.4 Enable Phase Pitfalls/Success Factors Matrix

Table 8.5 Adopt Phase Pitfalls/Success Factors Matrix

Table 8.6 Project Timetable

Table 9.1 Components of Methodology

Table 9.2 Some RPM “Methodologies”

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Library of Congress Cataloging-in-Publication Data

Rummler, Geary A.

White space revisited: creating value through process / Geary A. Rummler, Alan J. Ramias, Richard Rummler; foreword by Paul Harmon. p. cm.

Includes bibliographical references and index.

eISBN : 978-0-470-55689-4

1. Industrial productivity. 2. Value added. 3. Performance. 4. Organizational effectiveness. I. Ramias, Alan J., 1947- II. Rummler, Richard, 1961- III. Title.

HD56.R864 2010

658.5’15—dc22

2009035519

GEARY

Once again, for the girl from Ann Street.Without you, none of this would have happened.

ALAN AND RICK

To Geary Rummler, exceptional leader,patient mentor, tireless innovator,wise and generous friend and father.

FOREWORD

BY PAUL HARMON

Businesses have likely been trying to improve processes for as long as there have been businesses. One imagines that ancient Egyptian pottery shop owners worried about how to make production of pots faster, better, and cheaper. Systematic efforts at business process improvement are usually thought to have begun when Fredrick Winslow Taylor published his best-selling book, The Principles of Scientific Management, in 1911, just about the same time that Henry Ford was revolutionizing manufacturing with his ideas about a continuous production line.

Throughout the early half of the twentieth century, industrial engineers carried the torch for process improvement and often met at annual Work Simplification conferences. In the years following the Second World War, process work came into its own. Factories in Asia and Europe had been destroyed in the war and needed to be rebuilt from scratch, and everyone wanted to be sure that their new factories were as efficient as possible. Quality control engineers like W. Edwards Deming and Joseph Juran played a major role in helping companies design efficient processes. In the late 1980s a group of people at Motorola combined process work with quality control techniques to create Six Sigma, a popular approach to improving the quality and consistency of processes. In 1990, James Womack, Daniel Jones, and Daniel Roos wrote , which reported on the huge strides that Toyota had made and coined the term