It can be argued that business process improvement is a necessary component in a successful management like trucking business plan, nightclub business plan or else in daycare business plan too. Andersen (1999) suggests a model for business process improvement, which we will discuss here.
Six steps for Successful Business Improvement
All the six steps have their own tools to complete the different tasks in the different categories including trucking business plan, nightclub business plan or daycare business plan in this model. The two last steps will be presented in the following. The six steps are:
Prioritize the improvement effort
Understand the process and the problem
Analyze the problem
Generate improvement tasks
Generate Improvement Tasks
After having fulfilled all the previous steps, there is finally time to deal with tools that are directly geared towards improvement, which is, after all, the topic of this article. Some tools for this purpose are described in the following with examples from the semiconductor and solar cell industry.
Streamlining: The main objectives for streamlining in trucking business plan, nightclub business plan or daycare business plan are to trim away excess waste and needless elements in the business process. Harrington (1991) recommended the following order of these tools:
Process cycle time reduction
The best effect is nevertheless achieved when the tools are put together.
Idealizing: Instead of starting from the existing process and analyzing its individual steps for potential efficiency gains, this technique makes use of an imaginary ideal process, without any form of waste or other inhibiting elements. The difference between the ideal process and the current situation can thus be used as a starting point of for formulating solutions and improvement projects.
As the name implies, reengineering is to reengineer a process. It should be applicable in trucking business plan, nightclub business plan and daycare business plan too. Systematic reengineering can be obtained by following the so-called EISA rule: Elimination of all non-value adding activities, Simplification of complex processes, Integration of the organization with customers and suppliers and Automation of processes.
Benchmarking: Benchmarking is the process of continuously measuring and comparing one’s business processes against comparable processes in leading organizations to obtain information that will help the organization identify and implement improvements.
Unlike many other management tools, benchmarking is an ongoing process. To support this continuous process, APQC have used a four-phased methodology for more than 25 years. The phases are: Plan, collect data, analyze, and adapt.
Cross-Functional Teams: This is a group consisting of members from different functional departments in an organization. The purpose of the team is to solve problems involving several of the organization’s functions. The communication between departments will clearly be improved, and Kumar and Strehlow (2004) report an enhanced communication between different areas after a systematic organizational improvement effort at a mid-size electronics component manufacturing using process mapping and teamwork. The teams were organized as cross-functional teams, and the communications were not only enhanced within the teams, but communications between different teams and between managers in different divisions were also increased.
Continuous Improvement Teams (CIT): These programs are characterized by shift-based work groups composed of production operators but can be applied in trucking business plan, nightclub business plan or daycare business plan too in other way. Production operators in these on-line groups have the opportunity of joining an off-line continuous improvement team. They develop suggestions for solution for problems in the production that are handed over to the management for approval36. These programs need few resources and are easy to implement. The drawback with CIT is that they are supervised by personnel with little authority over resources, such as time and money. A research done by Bailey (1997), concludes that the implementation of CIT in semiconductor industry in general in USA had by then not been very successful because of weak implementation and disorganized management.
Quality Circles (QC): These working teams are primarily composed of operators, or a group of people from the same work area. The participation in a quality circle is voluntary and the group is working on identifying, analyzing and solving problems under supervision of a circle leader.
Self Directed Teams (SDWT): The traditional hierarchy is transformed in significant ways under this team program. Employees supervise their own work, make their own decisions, and are responsible for their own performance. This is perfect for trucking business plan, nightclub business plan and daycare business plan.
Finally, after having prepared all the above mentioned investigations, data collections, analysis, and have reached an improvement proposal, time has come to implement the changes in the organization. An outstanding improvement proposal is not valuable on a paper in the manager’s drawer. This last step in this business improvement model is not the easiest task. Some of the tools used for this purpose are described in the following.
Tree Diagram: Any project should have a project plan, and the tree diagram is actually a project plan for the implementation of the performance improvement tasks that has been decided on. This plan should contain the necessary activities, the order in which the activities must be carried out, an indication of who is responsible for which activity, when the activities should be carried out, and an estimate of the costs involved in the implementations.
The final tree diagram is a hierarchy of activities. Each main activity will include a number of sub activities below them; to be carried out in the order they are presented.
Force Field: Is a helpful tool when it comes to create acceptance for the suggested improvement changes and make a favorable ambience for implementation of these. The force field analyses are done by defining the desirable changes and the possible forces in the organization against it. For each force against the changes, but especially the stronger forces, actions that could decrease them, are to be developed.