The need for businesses to improve the way they operate by increasing the efficiency and effectiveness of their business processes is a well-proven and documented approach. The rapid developments in enabling technology and changing customer needs, demands and sophistication have continued to fuel the need for ever-changing process improvements.
Based on this need, PricewaterhouseCoopers continues to offer its clients a superior business process improvement service, based on robust methodologies and tools and underpinned by a proven track record of results, locally and across the globe. Process reengineering services include:
- Process design and development
- Process modelling
- Process analysis
- Process simulation
- Process implementation support
Methodology
PricewaterhouseCoopers' approach to process reengineering assignments is underpinned by our Process Improvement Through Benefits Management (PITBM) methodology.
In our approach, project success is achieved through benefits realisation. Quite often, change projects have focused on the traditional project measures of success - on-time, to cost and to specification. However, this perspective may be too narrow as, whilst the project may be a success using these traditional measures, it still may be a failure from a business viewpoint if the planned benefits from the change project are neither realised nor measured.
The PITBM methodology has a whole lifecycle approach to obtaining beneficial returns on change and process improvement project investments by ensuring that the benefits realisation processes become an integral part of the organisational activities that remain in place after project completion. Benefits management addressed in this way is a business process and a management philosophy and not just a technique for investment justification.
Benefits realisation management is enabled through:
- Focusing on business outcomes from the inception of the change initiative and how they will be achieved and measured;
- Ensuring that the organisation’s change initiative is supported throughout by a robust Business Case for change;
- Matching the use of appropriate cost/benefit techniques to the desired business outcomes; and
- Incorporating comprehensive project, benefits, change and transition management activities throughout the change initiative.
Process Modelling Tool
In executing process reengineering assignments PricewaterhouseCoopers makes use of a comprehensive set of tools. Our approach for business transformation, streamlining and simplification, together with our access to our Global Best Practices database and benchmarking tools enables us to fast-track the identification of operational process issues and opportunities.
PwC has selected Casewise Corporate Modeller as our advanced process modelling tool to complement other flowcharting tools already used in our practice.
We acknowledge that some assignments may require only a simple process mapping tool to manage a small number of "flat" flowcharts. However, in other client engagements the processes subject to improvement may require the capturing of additional information or relationships between process components for further analysis (i.e. transaction volumes, processing times, people, locations, technologies). Thorough analysis may also require simulation to facilitate resource planning, cycle time improvement, queue management or bottleneck identification and resolution. Casewise Corporate Modeller is deployed where clients require a more advanced approach to process reengineering.
