Process improvement tips from Alan Jones, Department of Justice & Regulation. Issue #2.

Manager, Knowledge, Information & Process, Department of Justice & Regulation, Victoria
As Manager of Knowledge, Information & Process for the Department of Justice & Regulation, one of Alan’s challenges is to drive the continuous improvement of the way that process knowledge is captured and used within an organisation with many competing priorities.

Department of Justice & Regulation, Victoria: If you live in Victoria, Australia and have ever run a red light or driven too fast, you’re likely to have seen the effect of the Infringement Management and Enforcement Services (IMES) Unit at the Department of Justice & Regulation.

The Process Improvement Tips from the Trenches blog series shares process improvement tips, tricks and recommendations from process management professionals around the world. This week's expert is Alan Jones from The Department of Justice & Regulation in Victoria, Australia.

As Manager of Knowledge, Information & Process for the Department of Justice & Regulation, one of Alan’s challenges is to drive the continuous improvement of the way that process knowledge is captured and used within an organisation with many competing priorities.

Department of Justice & Regulation, Victoria: If you live in Victoria, Australia and have ever run a red light or driven too fast, you’re likely to have seen the effect of the Infringement Management and Enforcement Services (IMES) Unit at the Department of Justice & Regulation.

IMES manages all the cameras at intersections and on the highway, and takes care of things like fines and tickets. Their staff of 172 also manages support functions such as Commercial and Legal, Finance, Policy, Contract Monitoring and Business Intelligence. The unit is responsible for improving road safety, reducing road trauma, civil compliance, collecting on debts and dealing with the assets of crime.

Why is process important to your organization?

As a government department, we are under constant attention from media and the public, so we cannot afford for errors to be made. Ensuring that processes can be easily accessed and understood by all relevant staff and that there is consistency in the way they are performed, is essential.

What’s your biggest process management challenge?

Changing managers' attitudes to new ways of working, i.e. documenting and managing processes in a different mode and format, and supporting their staff's initiatives in capturing processes, has been the biggest challenge for us.

What works well at your company?

Our approach to in-house training works really well, using our BPM tool.  New users of our BPM software are generally super impressed with how intuitive it is, how well it depicts the process and how it links seamlessly to all the necessary documentation.

What’s the most unusual approach to process improvement you’ve tried?

Recently we've been using a 'League Ladder' to engender some competition between branches to encourage them to capture and document their processes.  Making the progress public helps drive focus!

What’s your top Tip from the Trenches, a process improvement recommendation for other organizations?

Get the message out from the top - and prompt the executive sponsor to actively mention phrases like 'business critical processes' and 'capturing organizational knowledge' on as many appropriate occasions as possible.  Teams need to constantly be reminded by senior management, that capturing process knowledge is important and a priority.

Want to learn more about how the Department of Justice & Regulation have streamlined their process and risk management?  Check out this Case Study.

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