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Read case study 6 Process management and improvement at the heart of Fujitsu UK and Ireland BMS pp. 481-491 from textbook Total Quality Management and Operational Excellence Q1. Evaluate the business management system (BMS) approach adopted by Fujitsu UK and Ireland, in relation to the size and complexity of the business; how may this need to be adapted to provide a suitable approach for an organization in the public sector? Q2. Discuss the links between the process frameworks developed in Fujitsu and the BMS deployment. 14:36 Expert Q&A The purpose of this document is two-fold: Done 1. To define the methodology for process management in Fujitsu UK and Ireland, including the standards for documenting process information in a manner that is easily understood by all, particularly those people who operate the company's processes; 2. To define the role and responsibilities of policy ownership, which sets boundaries, principles and standards that must be followed in the definition of the company's processes. Compliance with Master Policies is mandatory, and process owners are responsible for ensuring that compliance with Master Policies is a consequence of adherence to Key Business Processes, thereby ensuring the top-down approach to compliance shown in Figure C6.1. Figure C6.2 shows the context within which governance, risk management and compliance works. THE FUJITSU UK AND IRELAND PROCESS MODEL The key principles of the Fujitsu process model are as follows: Aligned to the Operating Model but independent of 14:36 Done THE BUSINESS MANAGEMENT SYSTEM BLUEPRINT At the core of the BMS are mandatory Master Policies and Key Business Processes that are owned by members of the senior leadership team. These, along with related sub-policies, local processes and procedures, are structured in logical, functional and operational views, making relevant processes easy to find and therefore apply (Figure C6.1). Figure C6.1 Embedding compliance - policies, processes and procedures Master Policies are at the top of the hierarchy, being the fundamental principles and standards adopted by the top management team for their governance of the company. A senior executive, reporting to the chief executive officer, owns each Master Policy and is tasked with the responsibilities, which are fully described in a 'Standard for Policy and Process Management, which covers: 'olicy Management Key Principles of the Fujitsu UK and Ireland Process Model Process Model - Key Business Processes Process Management Governance Roles, Accountabilities and Responsibilities In Process Management Process Change Control Expert Q&A 14:36 Expert Q&A Done practitioners in the definition and subsequent improvement of processes through Change/Review Panels and Process Action Teams. Roles, accountabilities and responsibilities in process management are fully listed and described for: regional process owner, process architect, process manager, process interface manager, service line compliance manager, Business Excellence director, process operator and process facilitator. Specifications are given for process change control to provide clarification of responsibilities regarding changes to local and regional Key Business Processes, including the role of Key/Local Process Group(s). Change control is exercised to ensure processes comply with ISO9001 requirements and to maintain logical linkages with other processes. Requests for a new process to be added to the standard company set will be directed to Governance and Compliance as administrators of the BMS portal, who then verify the requirement with the appropriate Management Committee, ensure a process owner (and champion if required) is appointed and briefed and, through the KPG, help ensure that any new process is properly aligned with existing processes when introduced. Process change can be initiated: As a result of formal process review by the process owner; 3y anyone in Fujitsu UK & Ireland submitting a change proposal to the process owner or Governance and Compliance. A process change request may be submitted via the Site Feedback facility on the BMS nortal and will 14:36 Expert Q&A Done A "Process Maturity Tool is used to assess conformance with good practice, identify priorities for improvement action and summarize evidence of improvement successes. This may be used at any time but is especially relevant during process reviews. The aim is to achieve and maintain a score in excess of 75 per cent on all axes within two years of a process being introduced and to at least maintain this level. Individual owners may impose more stretching targets, provided the cost of doing so is justified. More specific targets may be set from time to time by the Management Committees or Key Process Group. Maturity of process management is highly dependent on measurement being used to inform the process review activity. Accordingly, a crucial part of a process owner's responsibility in Fujitsu is to specify and subsequently review a set of measures that will form the basis of improvement decisions and evidence of successful implementation of improvement initiatives. Following completion of a "Mid-Term Plan,* owners of Key Business Processes are expected to review the basis of the measurement and analysis that they will conduct of their processes in the coming company year. Each Fujitsu Key Business Process has a Share-Point-based project library, forming a process improvement repository. Within this common library structure are folders for. 16:26 14:33 = lil Expert Q&A Open App provide the means by which contracts for customer business are assessed, proposed, delivered and managed. These customer- facing processes, together with the internal management processes, constitute the Business Management System. Several of the processes shown comprise a number of constituent processes where the level of detailed content requires it. Figure C6.6 The customer solution lifecycle model Eigure C6.7 shows the BMS Processes. Working with accountable owners to amend/improve processes across the whole region and to embed lessons learnt increases engagement with operational teams, professional communities and RLT (Regional Leadership Team). -online.vitelsource.com Done 14:36 Expert Q&A Done If the revised process is acceptable it is published on the BMS portal and a copy filed in the relevant section of the process improvement repository on SharePoint. If for any reason the process fails the conformance checks, the identified problem, together with a recommended alteration, is passed back to the owner for resubmission. The standard for process documentation and collateral consists of: Brief descriptive text addressing overview and scope, aims and objectives; List of inputs and outputs, preferably showing source and destination respectively; Text/tables defining steps and accountabilities (optional if flowchart included, otherwise a process flowchart is a mandatory element of the process documentation; Links/cross-references to process assets/collateral (also known as templates, tools, checklists and procedures); Reference to records that are required to be maintained of control points; Definition of minimum measures of the process and any reports generated during process execution; Reference to applicable policies and standards and related processes; Process improvement repository the process's KPM project on SharePoint; Brief change history; Definitions included in Wikipedia with the 14:36 Done The Business Management System is registered to ISO 9001 for design, development, production, installation and servicing, and registration is to the revised Standard EN ISO 9001 that covers UK and Ireland and is continually updated. Fujitsu's data centre, networks and internet managed- services businesses have ISO/IEC27001 (Information Security) certification. All services are based on Fujitsu's best practice standards, informed by the IT Infrastructure Library (ITIL) and ISO/IEC20000 that are held in the BMS to underpin the drive to maximize service quality and to promote re-use. Its policy is to comply with all applicable EU, international and national environmental legislation and to achieve ISO14000 throughout the company according to a planned implementation. Fujitsu has achieved registration to ISO 14001 for all locations it directly controls on the UK mainland and in Northern Ireland. It has a programme of continual assessment in place to undertake regular audits across the organization to ensure it adheres to ISO14001. It is Fujitsu's policy to support its customers in their reporting under the Sarbanes-Oxley Act, in particular section 404 relating to internal controls. Fujitsu's London North data centre was the first in Europe to achieve the coveted Tier III status (99.98 per cent site availability) from The Uptime Institute. This rating is the commercial antimum ennrification the Expert Q&A 16:26 14:33 E Expert Q&A Open App THE BUSINESS MANAGEMENT SYSTEM BLUEPRINT At the core of the BMS are mandatory Master Policies and Key Business Processes that are owned by members of the senior leadership team. These, along with related sub-policies, local processes and procedures, are structured in logical. functional and operational views, making relevant processes easy to find and therefore apply (Figure C6.1). Eigure C6.1 Embedding compliance - policies. processes and procedures online.vitalsource.com AA Done