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Process-focused organizations (PFOs) design and manage end-to-end processes rather than tasks, measure process results rather than department efficiencies, and think in terms of the customer and related goals rather than functional goals.
The Process-Focused Organization introduces an approach for transitioning a functionally managed organization to a PFO. The approach is designed to establish the operation structures necessary to manage and continuously improve cross-functional business processes, key business drives, strategies, and goals. The book provides even those new to management theories with an understanding of process management, balanced scorecard, and ABC principles. Senior and mid-level managers involved with organizational change or performance improvement initiatives will also find this book valuable in that it conveys very relevant and current issues related to traditional organizations built on functional lines.
Contents:
Part I Perspectives On Performance
Chapter 1 The Performance Challenge
Chapter 2 Evolving the Process Paradigm
Chapter 3 Clarifying Process
Chapter 4 Connecting Process and Organization
Part II Becoming a Process Organization
Chapter 5 Introducing an Operational Model for the PFO
Chapter 6 Introducing the Process Improvement Road Map
Part III A Transformation Strategy
Chapter 7 Phase 1, Assessment and Planning
Chapter 8 Phase 2, Initiate Program Management
Chapter 9 Phase 3, Baseline Processes
Chapter 10 Phase 4, Improve Processes
Chapter 11 Phase 5, Standardize Processes
Chapter 12 Phase 6, Institute Process Management
Chapter 13 Phase 7, Manage Processes
Chapter 14 Phase 8, Optimize Processes
Chapter 15 Phase 9, Manage Program
Chapter 16 Closing
Appendix A Project Charter Template
Appendix B Process Improvement Audit Checklist
Appendix C Process and Quality Management System Manual Template
Appendix D Process Control Plan
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