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EVERY FUNCTION HAS ITS PROCESSES, HOW YOU ENSURE THAT THESE PROCESSES MEET YOUR ORGANISATIONAL OBJECTIVES?
Totally agreed with Mr. Peter Gruben answer.
benchmarking.always benchmark your effeciency and progress to market and competitors.and always have achievable targets.
meet the targets and try to exceed.
always
Hi Samar,
I believe Data speaks volumes about efficiency. However I also believe that Data has to be accurate to present information about processes and hits/misses...
So I would vouch for strong data and inclination to change, where required.
Build process performance monitoring into the process and analyze the results to modify the process as and when required.
Great question Samar. In my view the most important thing here is to update processes when changes occur. Updates are often an opportunity to improve the process (get rid of unnecessary steps and barriers). In addition it is important to understand a process behind the theoretical process flow because this is where reality happens. This is where bottle necks can be recognized and resolved. However, every process design should also include a measure of time while the second measure (quality) or exception must also be considered. Another way of looking at processes is the alignment with other stakeholders involved.
your buget is a short term plan of activites. It also serve as control the your operational activites. No budget is come fruitfull unless you monitor and evaluate the variances during and after process of activites. In detail every one who took participation at the time of budget prepration i.e management ( lower as well as middle) are resposible for these variance and should take necessary actions at the right time to avoid the the vast gap between budget and actuals.
So we can say that
effeciency direclty reflect the contol of operational process activites ( theses process activites formed at the time of budget).
Aziz ur rehman
looking for career opportunity (cell no)
Consider your job as a project and divide your processses and treat them as subprojects. for each process cycle - which should be complete cycle (one type of tasks that you are usually do) - make a data sheet and update daily enteries.
master sheet should be made and the enteries will be the subdatasheets ( this is your reporting tool).
by the time you will find that the sheet needs to be optimized in a way to match your daily process.
after a period of time you will see that the subprojects sheets - "the processes" - are acting professionally as a real time feeback on your whole project (your job) which will let you decide to take the critical decissions at the right moment.
Ms. Samar, We are monitoring the process or function efficiency via;
a) We have the set KPIs through which after regular intervals we do monitor the working efficiency and also process owner efficiency.
b) Being ISO certified organization there is Quality Management System through which we have internal audit teams and these team members are comprised of experienced and trained individuals who before external audit conduct ours. Through this internal audit process all of the division must ensure to follow their departmental or function process and maintain all the documents and necessary documents and through this our efficiency has been monitored and ensure observation-free external audit which help in getting or re-newing the certifications.
We are following these practices to measure the efficiency and then in-case of observation highlighted either minor or major are shared among all process owner and they have to have share their action plan to overcome it with actions and deadlines so that re-audit has been planned.
Mainly, I follow / monitor processes of my efficiency through the ‘End Results’ and 'percentage (%) achieved in my assigned target’. Based on the data I do adjust my requirement / corrections accordingly.
