Total Quality OD Process Planning requires competence in assessing, interpreting, designing, transforming and sustaining an organisation’s stable system processes.
OD Professionals need to statistically distinguish between common and special causes of variation.
Monday, April 26, 2010
A Generic understanding on OD Practitioner’s Roles in the Organisation
Total Quality Business Process Improvement
When making process improvement
· As an intervention factor while working together with Sr. Manager on creating process map for complex processes for major incremental change, to get the process diagram sufficiently correct for HOD to buy into the model and the improvement process.
· Paying close attention to the needs of directors through clarifying and influencing decision makers.
· Conduct value analysis to help HOD to understand how much waste is involved in poorly designed processes. Use graphical analysis of the present vs proposed processes to the benefits of process improvements. Care must be taken to avoid judgment and blame.
Process integration:
The strategy implementation step can be explored through the process dimensions that ensure continuous improvement i.e : Total Quality Continuous Improvement - TQCI. Three types of TQCI are :
1. Kaizen
2. Competitive parity
3. Breakthrough dominance
Type One: Kaizen
This approach requires individuals, process and project teams and cross units (inter-organisational cooperative network) to incrementally improve procedures towards reducing costs and increase efficiency. More that the QCC only. It also requires a right attitude and incentives exist in the workplace.
Type Two: Competitive parity
This involves a strategy of becoming at least equal of the best class of the existing market leaders.
Type Three: Breakthrough dominance
It is oriented towards outdistancing competitors by reengineering or restructuring processes to achieve quantum breakthrough advantages.
Note:
OD practitioner should ensure the company to engage in all 3 types of improvement above simultaneously, in appropriate contexts and times
Note:
Definition of reengineering ;
“ The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in contemporary measures of performance, such as cost, quality, service and speed.”
When making process improvement
· As an intervention factor while working together with Sr. Manager on creating process map for complex processes for major incremental change, to get the process diagram sufficiently correct for HOD to buy into the model and the improvement process.
· Paying close attention to the needs of directors through clarifying and influencing decision makers.
· Conduct value analysis to help HOD to understand how much waste is involved in poorly designed processes. Use graphical analysis of the present vs proposed processes to the benefits of process improvements. Care must be taken to avoid judgment and blame.
Process integration:
The strategy implementation step can be explored through the process dimensions that ensure continuous improvement i.e : Total Quality Continuous Improvement - TQCI. Three types of TQCI are :
1. Kaizen
2. Competitive parity
3. Breakthrough dominance
Type One: Kaizen
This approach requires individuals, process and project teams and cross units (inter-organisational cooperative network) to incrementally improve procedures towards reducing costs and increase efficiency. More that the QCC only. It also requires a right attitude and incentives exist in the workplace.
Type Two: Competitive parity
This involves a strategy of becoming at least equal of the best class of the existing market leaders.
Type Three: Breakthrough dominance
It is oriented towards outdistancing competitors by reengineering or restructuring processes to achieve quantum breakthrough advantages.
Note:
OD practitioner should ensure the company to engage in all 3 types of improvement above simultaneously, in appropriate contexts and times
Note:
Definition of reengineering ;
“ The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in contemporary measures of performance, such as cost, quality, service and speed.”
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