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Results for: 1.2.5.3 Develop role activity diagrams to assess hand-off activity (x)
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Using Process Frameworks to Get Real Work Done (Slides)

APQC's Using Process Frameworks to Get Real Work Done  report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Process Improvement, Process Management, Organization Structures, Organization and Management  Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 1.2.5.8 Migrate to new organization, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change 
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Using Process Frameworks to Get Real Work Done

APQC's Using Process Frameworks to Get Real Work Done  report contains substantive findings about the best techniques organizations use to implement and leverage frameworks and models effectively in their ...

Type: Presentations  Topics: Benchmarking, Business Excellence, Business Process Management (BPM), Process, Process Improvement, Process Management, Organization Structures, Organization and Management  Processes: 12.4.1.2 Assess readiness for change, 12.4 Manage change, 12.4.1 Plan for change, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.5 Design the relationships between organizational units, 1.2.5.8 Migrate to new organization, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3 Implement change 
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Using Kaizen to Align Business Processes and Information Systems (Slides)

Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement  Industry: Textile 
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Using Kaizen to Align Business Processes and Information Systems

Kaizen events are powerful tools to improve processes, especially when held as part of an ongoing cycle of assessment.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Quality Assessment, Quality, Process Improvement, Process Management, Process Mapping  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.4.3 Take corrective action as necessary, 12.4 Manage change, 12.4.4 Sustain improvement  Industry: Textile 
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Process Framework in Action: How to Start a Common Language (Slides)

Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment, Pharmaceutical 
  • Relevance: 74%
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Process Framework in Action: How to Start a Common Language

Implementing a process framework and aligning the business to it can seem like a huge and complicated task... because it is.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Measurement Frameworks, Measurement, Process Design, Process Management, Organization Structures, Organization and Management  Processes: 1.1.3.2 Create baselines for current processes, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.2.4 Coordinate and align functional and process strategies, 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2.5.4 Perform organization redesign workshops, 1.2.5.5 Design the relationships between organizational units, 1.2.5.6 Develop role analysis and activity diagrams for key processes, 1.2.5.8 Migrate to new organization, 12.1.1 Create enterprise measurement systems model, 12.0 Manage Knowledge, Improvement, and Change, 12.1 Create and manage organizational performance strategy, 12.2.6 Establish need for change, 12.2 Benchmark performance, 12.4.2.6 Establish metrics, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.2 Reengineer business processes and systems, 12.4.3 Implement change, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment, Pharmaceutical 
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Management Systems in an International Development Context (Slides)

How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 74%
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Management Systems in an International Development Context

How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 74%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Improving Health Care Processes and Quality of Care (Slides)

An industry that often sees itself as very different from other industries, health care can be resistant to "business process management."  Cameron Keyes explains how The Ottawa Hospital translated business process ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Process Improvement, Process Management  Processes: 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Healthcare 
  • Relevance: 74%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Improving Health Care Processes and Quality of Care

An industry that often sees itself as very different from other industries, health care can be resistant to "business process management."  Cameron Keyes explains how The Ottawa Hospital translated business process ...

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Process Improvement, Process Management  Processes: 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 1.2 Develop business strategy, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.2 Reengineer business processes and systems, 12.4 Manage change, 12.4.3 Implement change  Industry: Healthcare 
  • Relevance: 74%
  • Member Price: FREE
  • Nonmember Price: Download FREE
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