Michael Hammer

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Reprint: R0704H
Few executives question the idea that by redesigning business processes&#8212;work that runs from end to end across an enterprise&#8212;they can achieve extraordinary improvements in cost, quality, speed, profitability, and other key areas. Yet in spite of their intentions and investments, many executives flounder, unsure about what exactly needs to be changed, by how much, and when. As a result, many organizations make little progress&#8212;if any at all&#8212;in their attempts to transform business processes.
Michael Hammer has spent the past five years working with a group of leading companies to develop the Process and Enterprise Maturity Model (PEMM), a new framework that helps executives comprehend, formulate, and assess process-based transformation efforts. He has identified two distinct groups of characteristics that are needed for business processes to perform exceptionally well over a long period of time. Process enablers, which affect individual processes, determine how well a process is able to function. They are mutually interdependent&#8212;if any are missing, the others will be ineffective. However, enablers are not enough to develop high-performance processes; they only provide the potential to deliver high performance. A company must also possess or establish organizational capabilities that allow the business to offer a supportive environment. Together, the enablers and the capabilities provide an effective way for companies to plan and evaluate process-based transformations.
PEMM is different from other frameworks, such as Capability Maturity Model Integration (CMMI), because it applies to all industries and all processes. The author describes how several companies&#8212;including Michelin, CSAA, Tetra Pak, Shell, Clorox, and Schneider National&#8212;have successfully used PEMM in various ways and at different stages to evaluate the progress of their process-based transformation efforts.

The Process Audit

Reimpresión: R0704H Pocos ejecutivos cuestionan la idea de que, al rediseñar los procesos empresariales (un trabajo que se extiende de principio a fin en toda la empresa), pueden lograr mejoras extraordinarias en los costes, la calidad, la velocidad, la rentabilidad y otras áreas clave. Sin embargo, a pesar de sus intenciones e inversiones, muchos ejecutivos se tambalean y no están seguros de qué es exactamente lo que hay que cambiar, en qué medida y cuándo. Como resultado, muchas organizaciones progresan poco (si es que lo hacen) en sus intentos de transformar los procesos empresariales. Michael Hammer ha dedicado los últimos cinco años a trabajar con un grupo de empresas líderes para desarrollar el modelo de madurez empresarial y de procesos (PEMM), un nuevo marco que ayuda a los ejecutivos a comprender, formular y evaluar las iniciativas de transformación basadas en los procesos. Ha identificado dos grupos distintos de características que son necesarias para que los procesos empresariales funcionen excepcionalmente bien durante un período prolongado. Habilitadores de procesos, que afectan a los procesos individuales, determinan qué tan bien puede funcionar un proceso. Son interdependientes entre sí; si falta alguna, las demás no serán efectivas. Sin embargo, los facilitadores no bastan para desarrollar procesos de alto rendimiento; solo ofrecen el potencial de ofrecer un alto rendimiento. Una empresa también debe poseer o establecer capacidades organizativas que permiten a la empresa ofrecer un entorno de apoyo. Juntos, los facilitadores y las capacidades proporcionan una forma eficaz para que las empresas planifiquen y evalúen las transformaciones basadas en los procesos. El PEMM se diferencia de otros marcos, como la integración del modelo de madurez de la capacidad (CMMI), en que se aplica a todos los sectores y todos los procesos. El autor describe cómo varias empresas (incluidas Michelin, CSAA, Tetra Pak, Shell, Clorox y Schneider National) han utilizado con éxito el PEMM de varias maneras y en diferentes etapas para evaluar el progreso de sus esfuerzos de transformación basados en los procesos.

La auditor&iacute;a de procesos

Reprint: R0704H Few executives question the idea that by redesigning business processes—work that runs from end to end across an enterprise—they can achieve extraordinary improvements in cost, quality, speed, profitability, and other key areas. Yet in spite of their intentions and investments, many executives flounder, unsure about what exactly needs to be changed, by how much, and when. As a result, many organizations make little progress—if any at all—in their attempts to transform business processes. Michael Hammer has spent the past five years working with a group of leading companies to develop the Process and Enterprise Maturity Model (PEMM), a new framework that helps executives comprehend, formulate, and assess process-based transformation efforts. He has identified two distinct groups of characteristics that are needed for business processes to perform exceptionally well over a long period of time. Process enablers, which affect individual processes, determine how well a process is able to function. They are mutually interdependent—if any are missing, the others will be ineffective. However, enablers are not enough to develop high-performance processes; they only provide the potential to deliver high performance. A company must also possess or establish organizational capabilities that allow the business to offer a supportive environment. Together, the enablers and the capabilities provide an effective way for companies to plan and evaluate process-based transformations. PEMM is different from other frameworks, such as Capability Maturity Model Integration (CMMI), because it applies to all industries and all processes. The author describes how several companies—including Michelin, CSAA, Tetra Pak, Shell, Clorox, and Schneider National—have successfully used PEMM in various ways and at different stages to evaluate the progress of their process-based transformation efforts.

La auditoría de procesos

Resumen.

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