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The DMAIC method to optimize support processes

Over the past decade, the framework conditions in nearly all industries have changed fundamentally. What at first glance looks like a global process of change is much more complex on closer analysis. Both the starting position, the direction and the extent of the necessary transformation processes in the industry are very different from region to region. A business must therefore actively respond to global trends while covering local requirements in order to survive competition (with the DMAIC).

Organizational transformation can be used to improve the corporate culture and leads in general to rapid efficiencies. You should focus on the measurement of the potential for improvement and the monitoring of optimizations and to combine process and project management know-how.

The DMAIC is a method which allows you to use a standardised framework that gives you a toolset for initiating change:

D = Define: Defining the Problem and Customer Needs

M = Measure: Measuring Errors and Process Working Methods

A = Analysis: Analyzing the data and identifying the causes of errors

I = Improve: Improve the process to eliminate the sources of error

C = Control: Control and monitoring of improvement

This DMAIC method can help you achieve these goals:

  • Strict alignment of support processes to market and customer requirements
  • Close coordination of customer and support processes
  • Process optimization through process analysis using the DMAIC method
  • System support through Robotics Process Automation und system adaptions
  • Organizational development in line with process optimizations
  • To establish a corporate culture of continuous innovation & process improvement in order to be able to act more flexibly in the market

Have a look at these fine examples:

Onboarding

The onboarding process is initiated by human resources and triggers a variety of internal and external individual processes. In order to ensure the working capacity of new employees from the first working day, these processes must be coordinated and optimised:

Processes

  • Onboarding
  • Ensuring the ability to work from the first working day
  • Automated handling of the provision of work equipment
  • Definition of standard requirements
  • Pre-approval of standardised requirements
  • Welcome Package
  • Group Onboarding

(IT-)Systems

  • Optimization of the user system and request processing in various systems (SAP, telephony, authorizations, etc.) through Robotics Process Automation.

Organization

  • Significant time savings
  • Organisational adaptation by eliminating entire departments
  • Elimination of approval steps, thereby speeding up the process
  • Supports resource allocation in Shared Service Center

Advantages

  • Ability to work from day one
  • Significantly reduced process effort for onboarding

Change

  • Process changes
  • Elimination of individual work steps or departments

IT Change

A prerequisite for a successful IT transformation are revised processes. Process optimizations can have a stronger impact in high-performance systems. New, agile collaboration models help you successfully implement them.

Processes

  • Optimization of support processes
  • Self-Service Portal
  • Automation of processes through standard requirements
  • Configuration items (CI), Assets und Relations
  • Billing, Licence Management
  • Lead time optimization
  • Infrastructure Outsourcing
  • Partnermanagement (RTO)

(IT-)Systems

  • Tools
  • Unification
  • Robotics Process Automation
  • Digital Transformation
  • Solution Trees
  • Portals for Incident-, Problem-, Change- and Requestmanagement
  • Interface optimization

Organization

  • New collaboration models in IT
  • Agile Methods (Scrum)
  • Kanban
  • No waterfall methods

Advantages

  • Quality
  • Faster deployment and change of services

Change

  • Agile methods
  • New collaboration models

Planning

The optimization of the finance and controlling processes requires a cross-departmental and cross-divisional recording of the planning effort. The measurement of DMAIC is carried out by anonymized department-related recordings.

Processes

  • Reduce complexity
  • End to End View for Financial Processes
  • Cost Center structure
  • Pricing
  • Iterations
  • Contribution margin
  • Optimizing planning
  • Budget/Forecast
  • Number of planning items
  • Rolling Forecast
  • Quantity planning and price planning
  • Performance Management

(IT-)Systems

  • Tools
  • Reduce complex Excel workbooks
  • Unification of tools
  • Reporting systems
  • Reconciliation Accounting and Planning
  • Different tools for project business and operations

Organization

  • Departments involved
  • Central Controlling
  • Decentralized Controlling           
  • Planning expenses in the departments
  • Reduction of planning resources
  • Adaptation of the planning organization to adapted processes

Advantages

  • Reduced resource effort
  • Reduced planning costs in operational departments

Change

  • Adjustment of Finance & Controlling Organisation
  • Planning process changes

Reporting

Documentation of non-financial processes is becoming increasingly important. Among other things, the European Commission has introduced mandatory reporting guidelines for large corporations in relation to non-financial information. Reporting requirements can be organised efficiently. 

Processes

  • Non-financial processes
  • Environmental KPI
  • Quality KPI
  • Employee KPI
  • Key figures on product responsibility
  • etc
  • Optimization Reporting Processes for Non-Financial Information (Global Reporting Initiative, EU-RL Non-Financial Information, International Integrated Reporting Council)

(IT-)Systems

  • Collection systems for non-financial information
  • Integration into existing systems
  • Separate collection systems for non-financial information
  • Reportingsupport

Organization

  • Departments involved
  • Quality
  • Communication
  • Investor Relations
  • Finance

Advantages

  • Efficient creation and communication of non-financial information

Change

  • Systemic support
  • Definition of responsibilities
  • Definition of the scope of reporting

User-Rights

Unifying user management is a challenge in larger banking groups, as the permissions are often not mapped in a leading system. Governance risks and subsequently reputational risks must be mitigated.

Processes

  • User Management
  • Definition of department-specific permissions
  • User database with collection of all permissions
  • Definition of authorization profiles based on job profiles and roles
  • Multi-level authorization concept
  • New installation and deletion of permissions
  • Guidelines and training

(IT-)Systems

  • Unification of permission databases
  • Interface optimization
  • Robotics Process Automation

Organization

  • Departments involved
  • User Management
  • Group Departments
  • Security
  • Service Provider

Advantages

  • Clear overview of all user permissions

Change

  • Consolidation permission databases
  • Definition of permission profiles

Conclusio

The integrated value chain approach supports the flexible alignment of market follow-up processes to strategic and operational market and customer requirements and helps to mitigate risks. The alignment of the processes via DMAIC is primarily geared to customer requirements; regulatory requirements are taken into account, but are not in the focus of optimization. Contact us for more information about the DMAIC-method.

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By Georg Tichy

Georg Tichy is a management consultant in Europe, focusing on top-management consultancy, projectmanagement, corporate reporting and fundingsupport. Dr. Georg Tichy is also trainer, lecturer at university and advisor on current economic issues.

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