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

Reimpressão: R0704H Poucos executivos questionam a ideia de que, ao redesenhar os processos de negócios — trabalho que ocorre de ponta a ponta em toda a empresa — eles podem obter melhorias extraordinárias em custo, qualidade, velocidade, lucratividade e outras áreas importantes. No entanto, apesar de suas intenções e investimentos, muitos executivos fracassam, inseguros sobre o que exatamente precisa ser mudado, em quanto e quando. Como resultado, muitas organizações fazem pouco progresso — ou nenhum — em suas tentativas de transformar os processos de negócios. Michael Hammer passou os últimos cinco anos trabalhando com um grupo de empresas líderes para desenvolver o Modelo de Maturidade Empresarial e de Processos (PEMM), uma nova estrutura que ajuda os executivos a compreender, formular e avaliar os esforços de transformação baseados em processos. Ele identificou dois grupos distintos de características que são necessárias para que os processos de negócios funcionem excepcionalmente bem por um longo período de tempo. Facilitadores de processos, que afetam processos individuais, determinam o quão bem um processo é capaz de funcionar. Eles são mutuamente interdependentes — se faltar algum, os outros serão ineficazes. No entanto, os facilitadores não são suficientes para desenvolver processos de alto desempenho; eles apenas oferecem o potencial de oferecer alto desempenho. Uma empresa também deve possuir ou estabelecer capacidades organizacionais que permitem que a empresa ofereça um ambiente favorável. Juntos, os capacitadores e os recursos fornecem uma maneira eficaz para as empresas planejarem e avaliarem as transformações baseadas em processos. O PEMM é diferente de outras estruturas, como Capability Maturity Model Integration (CMMI), porque se aplica a todos os setores e a todos os processos. O autor descreve como várias empresas — incluindo Michelin, CSAA, Tetra Pak, Shell, Clorox e Schneider National — usaram com sucesso o PEMM de várias maneiras e em diferentes estágios para avaliar o progresso de seus esforços de transformação baseados em processos.

A auditoria do processo

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.

A auditoria do processo

Resumo.

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