Customer-focused processes from process silos
People in need of medical care are frequently treated by staff from many different disciplines, and all too frequently these work almost in isolation from each other even though they share a common objective in treating the patient. This isolation is reflected in separate processes, separate roles and separate information resources.
Each of the resulting 'silos' of activity may well optimise the performance of the individual service, but that doesn?t necessarily mean that the total service delivered to the patient is the best it can be.
As a pilot study in more effective focusing of all services on the patient, the authorities in Barsetshire form a cross-functional team from the different groups that need to co-ordinate their work to deliver a service package to victims of strokes. Speech therapy, occupational therapy, physiotherapy, social services, the medical team, wheel-chair mechanics, and many more, first use the Riva business process management method to develop a 'process architecture' for their individual areas, and then work together to place these in a larger architecture for integrating stroke services. As a result, they are able to construct a single process, focused on the patient, which integrates the processes of each individual group with very few changes.
In stage 2, Barsetshire puts a Coordination Theatre in place to run the 'top-level' stroke provision process, principally by co-ordinating information flows between the groups and notifying each group when its contribution is required. In stage 3, processes from the individual groups are added to the Theatre and gradually, an integrated process develops and spreads.
The stroke patient now feels they are the focus of the work of all the teams that collaborate to improve their quality of life.
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Managing
globally distributed and auditable
processes