"Evaluation of Business Process Redesign methodology and PEEM maturity model approach in a laboratory"
Autor: Fernando Berlitz | Publicado: 2012-04-23T18:09:00-07:00



Resumo final de um projeto de Mapeamento e Redesenho de Processos, realizado em 2011 no Grupo Ghanem, o estudo "Evaluation of Business Process Redesign methodology and PEEM maturity model approach in a laboratory" foi uma interessante e intrigante consolidação de conceitos teóricos.&nbsp;
Ao longo desses últimos anos, tenho convivido intensamente com projetos de otimização de processos, utilizando BPM, Lean e Seis Sigma. Apesar dos sempre consistentes resultados desses projetos, em várias situações, as abordagens tradicionais dessas iniciativas não apresentam em seu workflow ferramentas padronizadas para um diagnóstico mais abrangente e sistêmico, considerando a maturidade dos processos e das próprias organizações de forma alinhada ao modelo de Gestão por Processos.
Em um projeto realizado no Grupo Ghanem em 2011, alinhamos as abordagens do BPM e Lean Six Sigma com um modelo de maturidade, proposto por Michael Hammer em 2007. Submetemos esse estudo, no formato de resumo científico (poster) para apresentação no Congresso Anual da Associação Americana de Química Clínica (AACC, Julho de 2012), o qual foi aprovado nesse mês.
Reproduzo esse resumo a seguir:
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“Evaluation of Business Process Redesign methodology and&nbsp;PEEM maturity model approach in a laboratory”
Berlitz, F. A.; Ghanem Filho, O. A.; Ghanem, M. A.; Cabral, L. N.; Sary, P.
Background: The strategy of any organization is implemented by their processes. In the laboratory, to provide the best possible service level to customers, there is a need for processes with high added value, with minimal rework, maximizing flexibility and agility. Several approaches have been proposed to optimize processes in laboratories, such as Lean Six Sigma and Business Process Mapping and Redesign (BPR). Process maturity models, such as Process and Enterprise Maturity Model (PEEM Model; M. Hammer, 2007) has been proposed to align business management with a process-oriented strategy. The aim of this study was to evaluate a BPR project associated with the PEEM model in a laboratory.
Methods: The project was developed during a three months period, from February to April 2011. The BPR traditional methodology was customized to the laboratory needs, being implemented by a workflow with five main steps: (a) Identification and mapping of pre-existing processes ("AS IS" phase), with context maps (connections between different processes) and process maps (workflow charts), and with a registration of disconnections and opportunities for processes improvement; (b) identification of customer needs and comparative market information analysis; (c) Diagnosis of processes and organization maturity using the PEEM model; (d) Planning of new processes ("TO BE" phase), aligning the findings identified in previous phases of the project; (e) Implementation of the new process.
Results: Were identified 26 different processes in the laboratory (including technical and administrative processes) and registered 52 processes improvement opportunities. Improvement actions were proposed for the new processes, including issues of process, people management and IT. Assessing the processes maturity by PEEM model, critical gaps were identified related to organizational structure and processes performance monitoring (performance indicators management). Evaluating the organization maturity were identified gaps related to knowledge about process management and process governance. The new processes were defined and implemented, providing a better use of the available resources, including people and IT resources, and reducing the total process time (TAT). Were observed with the new processes, a defects and rework reducing, including sample redraws. Additionally, the new processes brought a greater level of agreement to ISO/IEC 17025 normative, a quality standard in which our laboratory is accredited.
Conclusion: The BPR approach and PEEM maturity model were considered fully adaptable, useful and effective to the laboratory needs for process improvement, providing a significant increase in process added-value level, which benefits for the company and its customers. In addition to these immediate results, gains are expected in a medium to long term, related to the alignment of laboratory management for a process-based strategy.
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Bibliografia Complementar:http://www.scielo.br/pdf/jbpml/v47n3/v47n3a09.pdf