Two weeks ago, I had the opportunity to present our process standardization methodology at a workshop in Zürich organized by SGO’s BPM Community of Practice.
We had a brilliant discussion and a number of interesting ideas to improve the methodology were generated. To share our process standardization experience with the BPinPM.net community, I would like to describe our approach in this post.
The methodology – called JoinIN! – was developed in cooperation with University of Bamberg about two years ago and at the moment we are running several JoinIN! projects to standardize processes within the Lufthansa Technik Group.
The vision of the methodology is to combine the variety of process version within the group to one best practice process based on a common LHT Group Process Model. To achieve this, the JoinIN! methodology consist of three phases:
Phase 1 – Process Owner Appointment:
As soon as a promising topic for process standardization is selected, it is crucial for the success of the project to appoint the future process owner. This decision is made by the responsible management based on criteria such as experience, number of employees, number of customers, number of process runs, etc. of the existing process versions. Finally, the appointed process owner orders phase 2 of the JoinIN! project.
Phase 2 – Process Development:
A sample of process experts from the different process versions is invited to participate in a series of workshops to develop the future process. First step is to introduce and compare the existing process versions of the involved locations. To compare the process versions, so called “process figures” (yes, we try to avoid using the abbreviation KPIs) are developed and evaluated by the workshop participants. Based on this comparison, best practices are identified and the future process is modeled in our process management system.
To finalize this step, all responsible managers of the different locations have to accept the new process and to identify the barriers that have to be removed to implement the process. In combination with a benefit evaluation, the barrier analysis enables us to calculate the business case of the process implementation phase.
Phase 3 – Process Implementation:
Within phase 3 the reality has to be adjusted to bring the new process to life. Step by step all barriers are removed and the new process is introduced to the employees. – This might sound simple, but for sure, it is not. 😉 In a final workshop, the process owner and the organizational responsibles of the different locations develop a concept for the operations of their common process. This covers topics such as communication, training, continuous improvement and so on. Based on this concept, the operations can start and the project can be closed.
To support the projects, all phases are coordinated by experienced JoinIN! moderators assigned to our central process management team. By performing more and more standardization projects, we are able to build up a core competence for the standardization of processes which helps to continuously improve our process management operations at Lufthansa Technik.
Besides this internal improvement process, we are also looking for external process standardization benchmarks. – So, if you are doing something similar in your organization and you are open to share your experience, please don’t hesitate to contact me!
I hope, you have enjoyed this summary of our JoinIN! approach. If you are interested in sharing your experience, please comment on this post or send me an email.
Thank you very much!