PROCESS OWNERSHIP Context Process QFD Management Quad Charts

PROCESS OWNERSHIP Context Process QFD Management Quad Charts Planning Proposing This set of slides is intended to help explain to a group the nature of process ownership and what it involves in practice. The presentation provides a means for people to actively consider their own plans for developing the role of process ownership in their own environments. The slide on process management is further expanded in the ‘Process Management’ slide set. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how each slide builds, and you are clear on the points you wish to make with them © Tesseract Management Systems / Managing by Design / 2002 - 1

PROCESS OWNERSHIP Context Process QFD Management Quad Charts Planning Proposing Process Targets & Objectives Process Owner Measures & Process Team Improvement Projects Our Process Internal & External Customers © Tesseract Management Systems / Managing by Design / 2002 - 2

THE CONTEXT OF PROCESS OWNERSHIP Company Management Team Context Process QFD Management Dear organisation this is what we need to do this year Yes, if all the teams do what they say, we can meet it Quad Charts Quadrant Chart Reporting Planning Performance Proposing Analysis Process Team Well, if you have to meet that, then we will need to perform like this. Trend Actions Great, we’ll take responsibility for ensuring we meet those targets. Process 1. Process QFD Ownership 2. Managing © Tesseract Management Systems / Managing by Design / 2002 - 3

PROCESS QFD Context Process QFD Management Quad Charts Planning Proposing How the QFD Cascades (Theory) O B J E C T I V E S PROCESSES LOCAL PROCESS MAP ORGANISATION QFD SO UB BJ E C T I V E S SUBPROCESSES PROCESS QFD © Tesseract Management Systems / Managing by Design / 2002 - 4

PLANNING THROUGH PROCESS QFD Context Process QFD Management Set sub-process Review Reconsider Reflect Explore new your the relationships your understanding objectives targets measures to and to reflect and about develop improvement targets your new a clear process top-level toinitiatives reflect picture and QFD your of to & changes objectives, your what fulfil the objectives your potential insub and customer processes the in of your needs your of requirements your model need process customers toofdeliver sub-processes 3 Quad Charts Planning 1 Proposing And then manage your process to deliver that potential! 4 2 5 © Tesseract Management Systems / Managing by Design / 2002 - 5

REVIEWING YOUR OBJECTIVES Context Top Level QFD Process QFD Management Quad Charts Planning 1 Proposing Customers /Suppliers © Tesseract Management Systems / Managing by Design / 2002 - 6

REVIEWING YOUR MEASURES & TARGETS Context Top Level QFD Process QFD Management Quad Charts Planning 2 Proposing Trend Quadrant Chart Reporting Performance Analysis Trend Actions Aspiration Customer Need © Tesseract Management Systems / Managing by Design / 2002 - 7

REVIEWING YOUR SUB-PROCESSES Context Process QFD Logic Management Quad Charts Planning Proposing Existing Models 3 Boundary Challenges © Tesseract Management Systems / Managing by Design / 2002 - 8

REVIEWING THE RELATIONSHIPS Context Quadrant Chart Reporting Performance Process QFD Management Analysis Trend Actions Quad Charts Planning Voting Proposing Potential 4 History Benchmarking © Tesseract Management Systems / Managing by Design / 2002 - 9

REVIEWING YOUR INITIATIVES Context Process QFD Management 5 Quad Charts Planning Proposing Quadrant Chart Reporting Performance Analysis Trend Actions Problem Solving Ideas Current Plans © Tesseract Management Systems / Managing by Design / 2002 - 10

THE CONTEXT OF PROCESS OWNERSHIP Company Management Team Context Process QFD Management Dear organisation this is what we need to do this year Yes, if all the teams do what they say, we can meet it Quad Charts Quadrant Chart Reporting Planning Performance Proposing Analysis Process Team Well, if you have to meet that, then we will need to perform like this. Trend Actions Great, we’ll take responsibility for ensuring we meet those targets. Process 1. Process QFD Ownership 2. Managing © Tesseract Management Systems / Managing by Design / 2002 - 11

PROCESS MANAGEMENT Context OLD A successful company Process QFD Management Quad Charts Initiatives NEW QFD Targets Processes Planning Proposing Priority Actions Target Performance Identified Deficiencies Improvement Projects! © Tesseract Management Systems / Managing by Design / 2002 - 12

PROCESS MANAGEMENT Context Process QFD Management OLD Quadrant Chart Reporting Performance NEW Trend Quad Charts Planning Proposing Analysis Actions © Tesseract Management Systems / Managing by Design / 2002 - 13

THE CULTURAL SPECTRUM How good do we want to be in all this? Context Process QFD Management Quad Charts Planning Proposing Knowledge and desire to ensure “delight” A clearly designed value set is evident Developm’t designed into work patterns All process deliberately designed to “perform” All activity consciously analysed & modelled Systematic improvem’t of overall “fitness” Systematic focus on customer satisfaction C’hensive standards rigorously prosecuted System of growth thru’ challenge & coaching Key/critical processes have been “designed” Rigorous prediction & trending invoke PSD “Fitness” is understood & steadily improved Clear desire to satisfy customers Standards exist and are actively pursued Clear effort to involve, support and encourage Processes have been mapped & developed Measured deviations are clearly analysed Clear strategy for improving perfom’ce A direction is evident but goals are unclear Effortlargely a result of observed deficiencies Some clear document’g and control of process Perform’ce objectively monitored & recorded Improv’ts take place on an adhoc basis Value set, if any, largely depends on individuals No serious attempt to address developm’t Concept of processes is not evident No objective perform’ce monitors There is no clear planned improvem’t Customer awareness is evident Largely task rather than role focus © Tesseract Management Systems / Managing by Design / 2002 - 14

THE MANAGER’S ROLE IN PROCESS OWNERSHIP Context Process QFD Management Quad Charts Planning Proposing You are responsible for demonstrably: Ensuring the needs and issues of all your Customers are clearly defined and understood, and that your people are systematically finding new ways to serve them better Establishing a common value set, and building real commitment to clear targets for the improvement of your process’ performance Developing your people’s abilities and attitudes in a planned and productive manner, through a clearly defined programme of challenges, experiences, team involvement, and training Ensuring all the processes which effect performance are responsibly developed and designed , using methods which aid collective involvement and disciplined thinking Ensuring process performance is measured objectively using trends and gap analysis to drive a disciplined approach to solving current or potential performance issues Developing plans to monitor and improve all of the above, and to achieve attainment of the higher levels of the cultural spectrum. And delivering clear business benefits as a result of the above. (are you up to it? ) © Tesseract Management Systems / Managing by Design / 2002 - 15

QUADRANT CHARTS Context Making the management thinking process visible! Process QFD Management Quad Charts Planning Proposing What are our critical success factors? What is at the root of our performance issues? Quadrant Chart Reporting Performance Analysis Trend Actions How are we faring against target? What is our plan for correcting things? © Tesseract Management Systems / Managing by Design / 2002 - 16

PROCESS MANAGEMENT – THE STEPS How are we going to ensure it happens? Consistently! Context Process QFD Management Quad Charts Planning Proposing Understanding the process: Measure current performance against targets Hold I/O discussions and develop a process map Create a local QFD Put management in place: Create a schedule of meetings and reqd. preparation Produce and maintain a process quadrant chart Drive performance: Prioritise performance deficiencies for attention Address deficiencies through disciplined methods Regularly review/address progress Coach and support staff © Tesseract Management Systems / Managing by Design / 2002 - 17

SO WHEN WILL WE HAVE THESE THINGS IN PLACE? Context Think through the plan for implementing systematic management of your process and set dates/owners for it Process QFD Management Quad Charts Planning Proposing Nov Dec Jan Feb Mar Measure current performance vs. targets Hold I/O discussions and develop a process map Create local QFD Create meetings schedule and required preparation Produce and maintain a process quadrant chart Prioritise performance deficiencies for attention Address deficiencies by disciplined methods Regularly review/address progress Coach and support staff © Tesseract Management Systems / Managing by Design / 2002 - 18

SO WHAT EXACTLY WILL YOU (AS Produce Q 4 PROCESS OWNERS) DO? Charts Context Process QFD Management Quad Charts Planning Proposing Train Team in Problem Analyse Gaps Solving in Performance In your syndicate group: Think back over the key Determine Implement Mgt routines Improvement things that you need to Priorities implement to establish a Meet Process Set up healthy systematic routine Customers Process Team for executing your Process Train Team in Develop Owner responsibilities Systematic Mgt Forward Plan Agree as a syndicate, a Set up Problem Link Process to rough plan of activities to Solving Teams Appraisals establish this in the next 6 m Set Target Process Performance QFD Identify clearly the support Establish and guidance you believe Measurements Determine Team Roles you will need in this work Map the Review Processes Be prepared to feed back Progress your conclusions 19 © Tesseract Management Systems / Managing by Design / 2002 -

TERMS of REFERENCE (Process Proposals) Context Process QFD Management Quad Charts Process: Process Owner: Proposal Team: Scope of Process & Probable Key Elements Outputs Customers Inputs Suppliers Target Measure Planning Proposing Process Objectives: Top QFD Related Proc Business Benefits: Likely Strategies Deliverables Cost Assumptions/Implications: © Tesseract Management Systems / Managing by Design / 2002 - 20

To. R CRITERIA Context Process QFD Management Quad Charts Planning Proposing What makes a good ‘Terms of Reference’? Clarity - unambiguous and specific (SMART)? Logical - clearly linked to ensure higher objectives? Focus - aimed at doing the most appropriate things? Challenging - taking full opportunity for advantage? Practical - well thought out steps to make it happen? Comprehensive - covering all the areas it should? Concise - brief but answering all the key questions? Ordered - leads reader through well written points? Confident - provides a sense that it will happen? Common format - easy to find what you’re seeking? PROCESS EMPHASIS!!! 21 © Tesseract Management Systems / Managing by Design / 2002 -

Context Process QFD The following slides contain cards that can be used in support of the planning syndicate as outlined on slide 19 Management Quad Charts Planning Proposing © Tesseract Management Systems / Managing by Design / 2002 - 22