A Holistic Approach to Process Optimisation: Tools and Practical Examples to Create Efficient Workflows

Preface
Contents
About the Author
Part I: Basics
	1: Vision of Efficient Processes
		The Need for Efficient Processes
		The History of Improvement Management
		Value Creation and Waste in Administration
		1.1 The Need for Efficient Processes
			1.1.1 Benefit
		1.2 The History of Improvement Management
			1.2.1 Influential Personalities
		1.3 Value Creation and Waste in Administration
			1.3.1 Value Creation in Administration
			1.3.2 Waste in Administration
				Causes of Waste in Administrative Workflows
				Capacity, Productivity and Utilisation
		References
	2: Prerequisites and Framework Conditions for a Successful Improvement Culture
		Prerequisites for Optimising Workflows
		The Procedure for Implementing Improvements
		Limits of Improvement Management in Administration
		2.1 Prerequisites for Optimising Workflows
			2.1.1 Cooperative Corporate Culture: Leadership
			2.1.2 Standardisation
			2.1.3 Involvement of Employees (Know-How)
			2.1.4 Objectives/Methods/Measurement/Measures
		2.2 Procedure for the Implementation of Optimisations
			2.2.1 Phase 1: Determining the Improvement Priorities
			2.2.2 Phase 2: Implementation of the Individual Improvement Projects
			2.2.3 Phase 3: Overall Measurement of Effectiveness
		2.3 Limits of Improvement Management
		References
	3: Process Improvement Methods
		Overview of Improvement Methods
		Comparison of the Different Methods
		Selection of the Most Suitable Method
		3.1 Overview of Improvement Methods
			3.1.1 Team-Oriented Continuous Improvement Process (CIP)
				The CIP Method
				Prerequisite
				Procedure
				Internal Suggestion Scheme
			3.1.2 Kaizen
				The Workshop
				The Roles in Kaizen
				Five Steps to Efficient Organisation
			3.1.3 Six Sigma
				The Roles in Six Sigma
				The Mathematical Component of Six Sigma
			3.1.4 Business Reengineering
				Solution Approaches in Business Reengineering
				The Roles in Business Reengineering
				The Roles of Information Technology in Business Reengineering
				Risks of Business Reengineering
			3.1.5 Agile Methods
				Agile Management
				The Scrum Method
				Difference to Conventional Projects
				Parallels to the Improvement Methods
		3.2 Comparison of the Different Methods
			3.2.1 Commonalities
			3.2.2 Differences
			3.2.3 Other Methods
		3.3 Selection of the Most Suitable Method
			3.3.1 Benefit Versus Costs
		References
	4: Tools for the Optimisation of Workflows
		Tools to Optimise Workflows
		The Maturity Model
		Practical Experience of an Expert on the Maturity Model
		4.1 Tools for the Optimisation of Workflows
			4.1.1 Eisenhower-Matrix
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.2 Fact Sheet
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.3 In-Frame and Out-of-Frame
				Description
				Example
				Tips and Tricks
			4.1.4 SIPOC
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.5 VOC-CTQ-Analysis
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.6 Process Mapping
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.7 Ishikawa Diagram (Fishbone Diagram)
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.8 Spaghetti Diagram
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.9 Pareto Chart
				Use/Benefit
				Description
				Example
				Tips and tricks
			4.1.10 Utility-Value Analysis
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.11 Cost-Benefit Analysis
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.12 Brainstorming
				Use/Benefit
				Description
				Variants of Brainstorming
				Tips and Tricks
			4.1.13 Burn Down Chart
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.14 Implementation Plan
				Use/Benefit
				Description
				Example
				Tips and Tricks
			4.1.15 Documentation of Improvement Projects
				Use/Benefit
				Description
				Example
				Tips and Tricks
		4.2 The Maturity Model
			4.2.1 Use/Benefit
			4.2.2 Procedure
			4.2.3 Result
		4.3 Practical Experience of an Expert with the Maturity Model
			4.3.1 Importance of the Kaizen Audit and Requirements for the Maturity Model
			4.3.2 Implementation and Application Possibilities of the Developed Kaizen Maturity Model
		References
	5: Influence of Digitalisation on Process Optimisation
		Digitalisation Is Revolutionising Existing Business Models
		Effects of Digitalisation on Companies
		Influence of Digitalisation on Improvement Management
		5.1 Digitalisation Is Revolutionising Existing Business Models
			5.1.1 What Is Digitalisation?
				The Stages of Progressive Digitalisation
			5.1.2 Effects of Digitalisation
				Effects on the Labour Market
					Trends in Digitalisation
			5.1.3 Effects of Digitalisation on Business Models
				Digital Transformation
				Adaptation of the Business Model
		5.2 Effects of Digitalisation on Companies
			5.2.1 Impact on Organisations
			5.2.2 Effects on the Work Processes
		5.3 Influence of Digitalisation on Improvement Management
			5.3.1 The Roles Involved
			5.3.2 Measurement of the Optimisations Achieved
		References
Part II: Practice
	6: Putting Process Optimisation in Practice
		Practical Examples for Successful Implementation
		Practical Experience of an Expert on the Kaizen Method
		6.1 Practical Examples for Successful Implementation
			6.1.1 Example 1: Financial Planning for Multiple Locations
				Initial Situation
				Procedure for the Solution
			6.1.2 Example 2: Optimising the Preparation of Documents for the Project Committee
				Initial Situation
				Procedure of the Workshop
			6.1.3 Example 3: Optimising the Commenting of Internally Executed Projects
				Description of the Current Situation Before the Workshop
				Question
				Processing of the Improvement Project
				After the Workshop
		6.2 Practical Experience of an Expert on the Kaizen Method
			6.2.1 Interview with Stephan Spada
			6.2.2 Practical Example by Stephan Spada: `Current Process IT Controlling´
	7: Simulations to Illustrate the Improvement Methods
		Simulations to Illustrate the Improvement Methods
		7.1 Simulations to Illustrate the Improvement Methods
			7.1.1 Simulation 1: Standardisation
				Possible Applications/Benefits
				Carrying Out the Simulation
				Evaluation
			7.1.2 Simulation 2: Simulation with Building Blocks
				Possible Applications/Benefits
				Carrying Out the Simulation
				Closing
			7.1.3 Simulation 3: Simulation with Tennis Balls (Ball Point Game)
				Possible Applications/Benefits
				Carrying Out the Simulation
				Evaluation
		Reference
Index