A guide to the process model

1. A guide to the process model

2. Objectives for today…. Understanding of: • Your key business processes • Know customer and stakeholder needs • Tools to monitor the health of your key processes

3. Principles of Quality Ask the Customers Make Decisions Based on Data Involve Those who do the Work

4. Process Model • A way to approach the way we work • Begins with customer requirements • Involves the people who do the process • Uses simple tools to develop shared understanding of what happens in our work processes • Uses data to make decisions

5. What is a Process? A series of steps, tasks or activities that converts “input” into “output” “Adds value” by changing the input or using it to produce something new

6. Components of a process Materials Equipment Methods Environment People

7. Input • Information or product that kicks off the process or causes it to be initiated • Provided by a “supplier” • Suppliers can come from outside or inside your organization

8. Output = Result • Product or service that results from the process • Received by the customer

9. Putting it together... PROCESS Methods Equipment Materials Environment People Partners Input Output Supplier Customer

10. Example of a Process Input: Process: Outputs:

11. What are your KEY processes?

12. Who is the Customer? • People who receive the direct output from the process—the next in line • Can be “internal” or “external” • Internal customers can use your output as an input to their work process(es)

13. Customer? or Stakeholder? Stakeholders are the people or groups who care about this process or the output. They may have considerable influence over the process, but are not the direct recipients of the output. ex: Sponsors, Managers, Legislators, citizens

14. Who are your KEY customers and stakeholders for each process? • Process: • Customers: • Stakeholders: • Process: • Customers: • Stakeholders: • Process: • Customers: • Stakeholders:

15. Customer Requirements • What customers need, want or expect from your process ex: cycle time, quantity, fitness for use, ease of use, value • Should be obtained directly from the customers • Importance vs. satisfaction: use to identify opportunities • Feasibility vs. support: use to select options for improvement

16. Whatdo you think your key customers care about? • List some possible attributes: (e.g. timeliness, accuracy)

17. Whatdo you think your key stakeholders care about? • List some possible attributes: (e.g. timeliness, accuracy)

18. Obtaining Customer Input • Identify “quality attributes” • Solicit input • Analyze and interpret results • Look for the gaps between customer requirements and what we think they want

19. Tools to gather customer input • Focus Groups • Surveys • Phone Calls • Visit their work site • Invite real customers in to our work site • Other:

20. How do you plan on validating customer requirements?

21. Flow Chart • Shows the process in pictures • Documents the process • Helps train or orient new employees • Helps people see opportunities for streamlining and other improvements

22. Flow chart your process • Use these symbols to create a flow chart of your process(es) • Create a symbol for each step in the process • Test your flow chart on a co-worker Start/stop Step Hold/Wait Decision Flow arrow Several steps

23. Flow Chart Tip Sheet • Create a high level flow chart first - no more than 15 symbols • Look for diamonds - decisions. The more decision point you have in your chart, the more complexity there is in it. • Look for circles - hold times. These are easy targets for process improvement.

24. Create a flow chart here

25. Incorporate Requirements • After you have been through the validation of customer requirements, ensure you have those elements in the process and output(s) • Use your staff to help you modify the process so that you are meeting the customer needs and requirements

26. Building Measurements • Based on the information collected and validated from your direct customers, create a series of meaningful performance measures to monitor the key requirements from your customers

27. Measurement • For example, if your customer cares about timeliness – create a measure or two that will tell you how fast your process is • If they care about accuracy, create measures around percentages of errors found, etc.

28. Measurement - continued • Consider how you will display and share this information will all staff and managers • Measures should be created to tell you whether the process is getting better, worse, or whether it is staying the same • Measures can be best expressed by indicating WHAT is to be measured and couple that with the UNIT of MEASUREMENT • For example, documents per week, errors per form, calls per person

29. Tip • It’s important to weigh the cost of gathering the data for a measure with the time and money you have available • It may take you several tries to find some meaningful measures • You should have at least one measure for each key requirement of your customers

30. What are potential performance measures for this process?

31. Expect Results • Hold managers and staff accountable for results -- ONLY if you paved the way for success • Expect regular communication • Provide a time line • Celebrate and recognize results – no matter what size!

32. Results – Dept of Revenue • Since Aug 1996: • Saved $665,432 in agency funds • Saved over 123,003 staff hours (65.6 FTE’s) • Generated over $32.6 million in revenue • Saved over $4.1 million for others