Value-added work: work for which the customer pays and which directly contributes to achieving target results;

Non-value-added (or business support) work: indirect work that customers do not care about, but work necessary to ensure the normal operation of the process, such as inspection, tracking, prioritization, time management, etc.; non-value-added work refers to intermediary work, It cannot directly create value, but can only promote the successful completion of other work.

Waste refers to unnecessary and useless work such as repetitive work, wrong work and writing reports that no one reads.

Core processes - product development, customer acquisition, order fulfillment

Support process - credit information collection, human resources development

Management Process – Strategic Planning

Work Necessity – What needs to be done in a particular situation? A step will only be executed if its value or contribution to the outcome is greater than its cost in the current specific situation; the process needs to include a new step to determine whether it should perform the work in the specific situation - there is If necessary, execute; if not necessary, skip. This step is particularly relevant when the process involved is expensive or unduly time-consuming;

Work Precision – Even if a company needs to perform a step, it may not need to be performed as thoroughly and precisely as in the past. Although it may be hard to believe, performing less thoroughly or less precisely can save a lot of time and money. On the contrary, in order to obtain more accurate results, even if it costs more money or time, companies need to implement the work more thoroughly and accurately.

Information Basics - Hammer's Law of Inventory: There are too many products that are not needed and those that are needed are out of stock. This in turn leads to strange and sometimes costly consequences, such as emergency short-run production or moving goods from one warehouse to another (as is often the case in our business) - pull, push

Working hours - There are many ways to change working hours: by moving steps forward or backward, converting work previously done sequentially into a parallel arrangement, or changing the relative order of certain jobs - ZARA case: Manufacturing costs can be high High, but it has a product consumers want and sells it better;

Performer - Don't have to add duplication of effort to the job to accommodate a specific individual. There should be no specific individuals in the process design; when we ask "who should do this work", the most common meaning is to specify a person. "One-stop staff" is a person who is assigned and authorized to be responsible for the work

Workplace - Work processes can be completed at more than one location; HP Case - Take advantage of the control and economies of scale of centralization while benefiting from the flexibility and speed of decentralization

Work content - is the basis of process design. It raises the core question of all work: What do we need to do to achieve customer needs? It is very difficult for companies to create trust, and its value cannot be quantified, but it is the key to competition. differentiating factors;

Step 1: Organize personnel—mobilize or organize personnel and gather the personnel required for process design; there are about 7 design team members—internal personnel and external personnel;

Step 2: Find the target - involves understanding the existing process and analyzing the extent to which it meets or does not meet customer needs. The key is to discover what customers need;

Step Three: Crazy Design—Ask more questions. What will be the consequences if you do this here? Who does this, where is it done, and why? etc.

Step 4: Commissioning – Before commissioning, make sure all customers who will be affected by the results of the new process are informed about it

Take the time to understand the process you are redesigning. Integrate yourself into one aspect of an order or process and follow through from start to finish;

Record existing processes in a "swim lane" format, depicting each department's impact on the process using horizontal or vertical columns to facilitate an intuitive understanding of the number of transfers of responsibilities between departments;

Prepare the design team and the entire enterprise for the inevitable errors that will occur during process redesign;

Assemble different design teams for each process design and ensure that approximately 2/3 of the team members come from various departments involved in the process, and 1/3 of the members are external people who do not play a role in the process;

Let team members know ahead of time that they will be transitioning from core role to consultant so they can be more comfortable with the transition and reduce your concerns when adjusting their roles.

Publicize and widely publicize what the design team is doing across the enterprise, avoid rumors and gossip, and ensure that team members feel comfortable taking a break from their day-to-day work to fully commit to process redesign work.

Don’t over-analyze and immerse yourself in the process, as this will delay the effectiveness of the redesign and the results you need to achieve;

Don’t design new processes in old process “swim lane” tables;

Don’t skip the simulation or pilot phase of a new design, as this is the best time to catch bugs in a safe environment;

Don’t invest more than 9 people in the redesign team, or less than 5 people to ensure that the design team does not get bogged down and benefits from a variety of ideas and perspectives;

Don’t make the new process look similar to the one that’s being phased out, or you’ll end up making only trivial improvements that will produce disappointing results and hinder further process design efforts;

Don’t forget to create a return-to-work plan for process redesign team members so they can fully focus on the process redesign effort;

Keep indicators balanced (BSC)

Assessment indicators are not an end in themselves, but a tool to improve process performance.

The best assessment indicators can not only record performance, but also predict performance.

Customer Needs: If customers tell you they need you to perform at a certain level, then that’s your goal

Customer Insight: Customers will ask for less than they really want or need;

Competitors' capabilities: If your competitors' capabilities have reached a certain level, you should also reach it; by observing how non-traditional competitors handle work, you can inspire truly breakthrough thinking for your company; avoid treating your competitors' capabilities as a ceiling. It should be thought of as a floor;

Financial viability; special circumstances; inspiration and insight;

Examine the behavior driven by current assessment standards to determine whether they are contrary to the results sought to be achieved

Balance the voice of the customer with the voice of the business to ensure processes meet the needs of both customers and the business

Review instructions regularly and make adjustments where necessary to respond to changes in the economic environment, customer base and business prospects

Create alignment between enterprise key performance indicators and process indicators

Maintain appropriate functional department metrics but ensure process metrics take precedence over departmental metrics

Don’t be satisfied with the indicators that can be calculated using IT systems and ignore the really important indicators, even if they must be calculated manually.

Don’t set too many metrics and focus on the ones that truly drive your pursuit of Voice of the Customer and Voice of the Enterprise results.

Don’t allow companies to keep wrong but easily achievable metrics and goals

Rather than aligning metrics with departments, align them with processes and ensure all departments supporting the processes have the right metrics

Ensure the team hears from process employees by including them on the design team

Create new training and development plans for new positions in the process to alleviate employee fears that performance metrics will change

Re-engineer processes first before thinking about how technology can further improve process performance

Ensure that new assessment indicators are consistent with salary and reward policies to prevent employee confusion

Don’t be constrained by the boundaries of departmental responsibilities and budgets; don’t let them prevent you from creating the right mix of work or getting the right employees to do the right jobs in the new process

Do not conduct simulations or pilot tests of new processes without testing new employee positions, reward systems, reporting structures, and other changes

Don’t let technology dictate the process

Don’t conduct performance reviews without input from executives, process owners, and functional managers

Education - one of the important elements in the transformation from departmental culture to process culture

Set an example

Build a work environment

Reform management system

Make a commitment

Clearly express the values ​​you wish to achieve

Think like a salesperson: Like a good salesperson, you constantly ask yourself what others in your company need and what you can do to meet their needs.

Keep an open mind: As a leader, don’t assume that your ideas are the best. If you show a willingness to listen and solicit opinions from others, you will learn more than you think.

Take risks: Don’t stop taking risks because of possible failure. Guaranteed profit without loss also means the limitation of income.

Share the credit: Forget about who gets the credit and you'll achieve great success

Creativity - the most basic attribute, but also the most scarce attribute of company employees - the reform of working methods requires creative talents

The ability to drive change—Every employee who wants to thrive in a turbulent environment must be able to cope with change; the skills of driving change are not only technical but also psychological; change agents need to outline a good vision after the reform is successful, Catering to a broad base of employees;

The ability to deal with complex problems - no company has perfect skills, no company has perfect technology, and no company has perfect coordination between departments, budgets cannot be unlimited, and time is always limited;

Find your experts—The whole point of a process overhaul is to fundamentally and permanently change the corporate culture. If expertise cannot be institutionalized in the business and culture, your company will become dependent on consulting firms, and when you get tired of paying consultants, that's when process reform initiatives fail; you have to come up with your own ideas, to find the right employees

Get experts up to speed as quickly as possible—train them in the art of complex processes; key areas that need support; provide your experts with third-party validation;

Communicate openly and honestly

Highlight issues we may encounter

Not only point out problems, but also provide solutions

Be constructive when criticizing

Not right for people

Use facts, charts and figures wherever possible

Not everyone will agree with these decisions, but once they are made, everyone must support them

Self-esteem will be challenged and it is best to ignore it for now

Poor performance doesn’t always have to do with you, we need to get to the root of the problem and find ways to make you successful

For every negative thing, find the positive in it

be prepared

In the initial governance structure, all process owners of core processes, governance processes, and assurance processes must be included so that they all understand how the redesigned processes will impact their own processes

Establishing rules of engagement can promote rational and non-emotional discussions when complex issues arise.

Create training courses for process experts, including guidance on change management, negotiation skills, communication skills and problem solving

Don’t over-engineer the governance structure so that it becomes just another bureaucracy that defeats the purpose of redesigning processes to add value.

Don’t overlook other governance structures in your business that can provide support and resources

Don’t forget that functional managers are also part of the governance structure and processes

Don’t create expert groups that are disconnected from company operations

The process transformation journey begins with self-diagnosis, what do you want to achieve? Why?

The results of process reform are external rather than internal, and it listens to the "voice of the customer" - but no matter how good Le thinks he is in serving his customers, it can never be perfect;

Go to the source: Ask your customers, what else do they need?

The devil is in the details, and you must have the courage to push customers to talk about seemingly trivial things, which may be the source of dissatisfaction. The better you understand the voice of your customers, the better you will be able to determine how and where to start process reform.

Three types of processes - core processes (i.e. the work that customers pay for); assurance processes (supporting core processes); management processes (ensuring that work is completed on time, resources are allocated correctly, and the corporate structure is optimized to accommodate the management of process work)

Process trial runs focus on two things: 1. Whether the process can achieve the set goals; 2. Whether the process is stable and the data can show that the process is producing predictable and sustainable results;

Failure to recognize the scope of change - process reform is similar to changing tires on a moving car; process owners do not control resources, but can influence the allocation of resources; process reform is a long-term process, and chaos and complexity are inevitable;

Crisis response - Enterprises must continue to force themselves to change until the process is institutionalized, making it harder to go back than to move forward;

personal advocacy

Wrong starting point - A good plan put into action today is better than a perfect plan started tomorrow; the process must produce significant results quickly to gain a foothold in the business. Businesses should resist the temptation to start with everything in place because having everything ready takes too much time;

Keep old indicators

accept failure

Shift to collaboration – Process reform requires leadership with persuasiveness and appropriate diplomacy, but also an iron heart. Leaders need one-third vision, one-third communication skills, and one-third breakthrough capabilities