What you'll learn
Learn about people driven organisation
Learn about process driven organisation
Understand going from people driven to process driven
Learn about the components of a process
principle of the Japanese way of business process
Fredrick tailor view on process
Understand control based process
learn about converting data to information
Aligning all process - importance and challenges
Business process re-engineering
Measuring process through balance scorecards
Requirements
No requirement, only have business aim
Description
The changes in the way business is down have revolutionized in this modern times.Every serious organisation want a method where in can put less and get more output. The process of doing business have change gone are the days when strong men are the only decision takers either they were founders or appointed chief executive officers, its has move from people driven organisation to process driven organization.Now business have the ability to scan the environment and the ability to identity opportunity and treats and adapt to the changing demands in the market and stand firm to competition to protect its market share.There are so many business principles such as kaizen by Japanese that is workable to ensure that there is a total improvement in the productivity of the company and affect the company positively. In the angle of operational and transnational process, there are things we need to examine carefully, the role of input, the search for best practices and standard operating procedures is very important in ensuring that the operation of the business work efficiently and effectively. The business process re- engineering is very important in this time because it enable us to share information and use technology as a solution in the numerous issues facing modern business.
Overview
Section 1: Introduction
Lecture 1 Introduction
Lecture 2 Business process management- meaning and important concept
Lecture 3 People driven process
Lecture 4 What is process
Section 2: Process Driven Organisation
Lecture 5 Institutional knowledge
Lecture 6 No limit on time
Lecture 7 Self governing mechanism
Lecture 8 Easy replication
Section 3: Going From People Driven To Process Driven
Lecture 9 Ability to scan the environment
Lecture 10 Ability to identify opportunity and treat it
Lecture 11 Ability to adapt
Lecture 12 Ability to manage complexity arising out of growth
Section 4: Components Of A Process
Lecture 13 Events
Lecture 14 Tasks
Lecture 15 Decision
Lecture 16 Inputs, People, Raw material and information
Lecture 17 Outputs
Section 5: Fredrick Taylor View On Process
Lecture 18 Reducing complexity of task
Lecture 19 Apply best practices
Lecture 20 Increase labor productivity
Section 6: Principles Of Japanese Way Of Business process
Lecture 21 Lean
Lecture 22 Kaizen
Lecture 23 Six sigma
Section 7: Operational / Transnational Process
Lecture 24 The role of input
Lecture 25 Search for best practices
Lecture 26 Standard operating procedure
Section 8: Control Based Process
Lecture 27 Principle of feedback
Lecture 28 Deciding the metric
Lecture 29 Avoiding conflict metric
Lecture 30 Removing human bias
Lecture 31 Reducing time lag
Section 9: Strategic Process
Lecture 32 Multiple sources of data
Lecture 33 Converting data to information
Lecture 34 Taking decision / standard operating procedure
Section 10: Aligning All Processes - Importance and challenges
Lecture 35 Process fit no fixed pattern
Lecture 36 Idea of complex system / idea of dynamic system
Lecture 37 Concept of variety
Section 11: Business Process Re-engineering
Lecture 38 Information sharing
Lecture 39 Technology as the solution
Lecture 40 Inventory management
Lecture 41 Logistics
Section 12: Measuring Processs Through Balance Scorecards
Lecture 42 Real time data
Lecture 43 Adding dimension to the scorecard
everybody, managers, directors, businessmen, academia, CEO, Instructors, consultant, government officials,Leaders, warehouse workers, operational managers etc


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