Re: DEN demise

[Peter Fraser <pkfraser@mandos.co.uk>]

As a lapsed DENizen who has only recently rejoined, I seem to have signed up at an interesting time!  My reasons for leaving are reflected in many of last week's comments.  I offer my thoughts and suggestions below in an attempt to provide a different angle on the debate.

I believe that there is a pressing need to give folk something practical to take away from these discussions - it's all very well for consultants and others to discover new ways to think about issues and problems, but managers need something which they can apply so that they can "make a difference".

>> The opinion I've gotten from a number of formerly interested persons is that his ideas
>> need to be 're-cast'. Re-cast into what? 
My specific interest is in Business Process Management (not just "process mapping", which is only a component of it) - see http://www.tickit.org/ti2q03.pdf for more details, and an elaboration of what follows, if interested.  To me, "good" management requires you to recognise, understand and manage your business processes so that they help you to implement your business strategies. In my view, management must:
- clarify the objectives of the organisation
- clarify the objective(s) of a process, and how it supports the objectives of the organisation
- recognise the influences which may affect how the process operates, and the influence(s) which it may have on others
- manage the resources required for the process to function.

This applies equally to the top level process of "running the organisation".   I see Deming's views as an intrinsic part of helping people understand what needs to be managed (ie the influences and the resources), and how it should be done.  Even though process management seems to be the "flavour of the month" at present, many (most?) managers seem to struggle with the concepts.  Is this an opportunity to make a difference?

>> Now, here's my suggestion. Spend the next month on this list 
>> discussing where Deming was wrong.
A possible starter:  "PDSA is misleading"!

1 First of all, processes are not loops, they are linear.  Time passes, and you cannot go back.  Each time you pass through a process (ie for each "instance" of the process), the resources, influences and people involved may all be different from the previous journey through the process.
2 The first step should normally be "Assess".  Whether you are making a decision, deciding to tender for work or designing a new process, you assess the available knowledge and consider your options (using the SoPK?) before you "Design (define, plan)" and then "Act (apply, do, operate, implement)".
3  You may then "Review (re-assess)" as a final step -or perhaps as part of the initial "Assess" step when you next go through the process.
4 You will "Adapt (refine, revise, redesign)" either "on the fly" as you go through the process again, or as a separate, more formal process of "managing the process".
4 So: the process is more like "ADA(R)", repeated as appropriate.

And a final thought:  why not find out what all the lurkers think / why they belong / what they want?

Regards

Peter
______________________________________
Peter K Fraser
MandOS
(Management & Operational Systems Limited)
Email: pkfraser@mandos.co.uk
Web: www.mandos.co.uk