Mata kuliah
Tahun
: O0324 - CRISIS COMMUNICATION AND PUBLIC
RELATIONS
: 2010
BETTER PR TECHNIWUES ADD
VALUE
Pertemuan 11 – 12
By: Dr. Drs. Dominikus Tulasi, MM.
BETTER PR TECHNIQUES ADD VALUE
(1)
It is essential for PR practitioners to understand their
role within the context of the workplace environment.
Board of Directors and chief executives want to be
assured that:
 Their people and processes can meet the
organization’s future needs;
 There is a combine sense of purpose to improve
continuously;
 The organization rates well against best
management practice standards. 26
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BETTER PR TECHNIQUES ADD VALUE
(2)
The two leading Quality consultants were W. Edwards
Deming and Joseph Juran, who advocated:
 Identifying processes that could be
eliminated;
 Correcting problems or defects in production
processes;
 Continuously improving the processes by
suggesting ideas to streamline them.
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CONTINUOUS IMPROVEMENT (1)
Some ways of continuous improvement 10 are:
1) Conduct an internal audit of the PR department,
focuses on the day-to-day practices and procedures.
2) Encourage PR employees to suggest improvements
t internal work systems of the department.
3) Learn from experience—review each communication
project when it is finished.
4) Benchmark your PR processes against the
processes of successful PR departments elsewhere,
5) Map the processes of public relations,
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CONTINUOUS IMPROVEMENT (2)
Some ways of continuous improvement 10 are:
6) Shorten the remaining steps in the public relations
processes.
7) Maximizes the uses of technology used in public
relations.
8) Reduce the amount of information flowing into and
out of the PR department,
9) Examine all relationships with the PR department’s
internal and external suppliers to determine the
cost/benefits of improving the relationships.
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Some ways of continuous improvement 10 are:
10)Outsource some PR activities—preferably before
starting a project.
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BENCHMARKING
One of the most powerful strategic tools for
improvement is benchmarking. Benchmarking will
indicate two very important things:
1) How much you need to improve, and
2) How to improve.
A weakness of benchmarking is that it only compares
against current best practice. It doesn’t provide for
pioneering improvements or processes that aren’t
currently implemented.
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TYPES OF BENCHMARKING
1) Internal—comparing across similar processes,
practices and performance across (or within) the
organization to identify better and best practice.
2) Competitive—comparing similar process, practices
and performance across competitors’ organizations.
3) Functional—excluding
direct
competitors,
organizations compare themselves with similar
processes of other organizations in the same
industry.
4) Generic—using diverse industries and businesses,
organizations compare processes, practices and
performance.
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PRINCIPLES OF BENCHMARKING
1) Benchmarking is a process of learning about
processes
2) In order to learn from other organizations’
processes, you must fully understand your own
processes first.
3) Prepare for the probability that major opportunities
to improve can be found if you are alert to them.
4) As with any change management, benchmarking will
only be successful if senior management fully
support it.
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5) Benchmarking partners should be treated with
respect. There needs to be reciprocal respect for
each other’s confidentially in certain areas.
6) Benchmarking isn’t a substitute for initiative—but, a
process to develop something new and improved.
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7 Steps Process for Benchmarking:
1) Determine which processes to benchmark. A
product/service is only worth benchmarking if it
contributes to the key performance indicators.
2) Identify key variables to measure,
3) Identify
the
best-in
class
organizations.
Benchmarking partners can be found through
literature sources, professionals associations.
4) Measure the performance of your own processes.
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5) Measure the performance of the processes in the
best-in-class organization and compare the result.
6) Specify the programs and actions that will be
overhauled based on the results of the
benchmarking.
7) Implement those changes and monitor the results.
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Some Pitfalls to avoid:
1) Ensure the process being benchmarked is small
enough to be manageable.
2) Pick a topic that is tangible and can be measured.
3) It can be difficult to get other organizations to
participate because it is time consuming and people
can find the benchmarking project intrudes into other
more pressing priorities.
4) Establish the starting point (baseline). Make sure
you know where you are starting from so you can
compare easily.
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CYCLE-TIME REDUCTION
Cycle time is defined as the total time that elapses from
the beginning to the end of a business process. Cycle
time includes delays and wait time. Cycle time
reduction is an effective way of improving the efficiency
of PR processes.
PR managers use cycle-time reduction:
 To eliminate processes that don’t add value to the
customer;
 To
standardize
processes
to
reduce
inefficiencies;
 To shorten the time needed to execute any
remaining steps in the processes.
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PROCESS MAPPING
A process is a series of definable, predictable and
repeatable work activities consisting of people,
equipment, procedures and material organized to
produce a specific result. Process mapping also known
as process flow chatting.
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Process improvement should include three process
maps:
The ‘as-is’ map showing the current process;
The ‘could be’ map representing the ideal
process assuming unlimited resources;
The ‘should be’ map showing the recommended
process.
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PROCESS FLOW CHARTS
Process flow charts help us to understand the
sequence and relationship between steps in a process.
A map is a baseline understanding which can also
provide:
 Analysis of the sequence of steps in the process:
 Identification of areas needing to be reworked;
 Timeframes for each step within the process;
 Problem areas and causes of variations
 Identification of non-value-added steps within the
process.
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THANK YOU!
THE WINNER WILL NOT
QUIT…
BUT, THE QUITER WILL NOT
WIN……!
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