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PROCESS OWNERSHIP

PROCESS OWNERSHIP. 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.

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PROCESS OWNERSHIP

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  1. PROCESS OWNERSHIP • 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

  2. ProcessTargets &Objectives Process Owner& Process Team Measures ImprovementProjects Internal & External Customers Our Process PROCESS OWNERSHIP

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

  4. LOCAL PROCESS MAP PROCESSES OBJECTIVES ORGANISATION QFD SUB OBJECTIVES SUB- PROCESSES PROCESS QFD PROCESS QFD • How the QFD Cascades (Theory) PROCESSES ORGANISATION QFD

  5. Review your objectives to reflect new top-level QFD & changes in customer requirements Reconsider your measures and targets to reflect your objectives, and the needs of your customers Reflect new understanding about your process and your objectives in your model of sub-processes Explore the relationships to develop a clear picture of what your sub processes need to deliver Set sub-process targets and improvement initiatives to fulfil the potential of your process 1 2 3 4 5 PLANNING THROUGH PROCESS QFD And then manage your process to deliver that potential!

  6. Top Level QFD 1 Customers /Suppliers REVIEWING YOUR OBJECTIVES

  7. Top Level QFD Quadrant Chart Reporting Performance Trend 2 Trend Analysis Actions Aspiration Customer Need REVIEWING YOUR MEASURES & TARGETS

  8. Logic As is! 3 Existing Models Boundary Challenges REVIEWING YOUR SUB-PROCESSES

  9. Quadrant Chart Reporting Performance Trend 4 Voting History Analysis Actions Benchmarking Potential REVIEWING THE RELATIONSHIPS

  10. Quadrant Chart Reporting Performance Trend 5 Analysis Actions Ideas ProblemSolving Current Plans REVIEWING YOUR INITIATIVES

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

  12. NEW Initiatives QFD Targets Processes Priority Actions TargetPerformance IdentifiedDeficiencies Improvement Projects! PROCESS MANAGEMENT OLD • A successful company

  13. OLD NEW Quadrant Chart Reporting Performance Trend Analysis Actions PROCESS MANAGEMENT

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

  15. THE MANAGER’S ROLE IN PROCESS OWNERSHIP • 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?)

  16. Performance Trend • What are our critical success factors? How are we faring against target? Analysis Actions What is at the root of our performance issues? What is our plan for correcting things? QUADRANT CHARTS Making the management thinking process visible! Quadrant Chart Reporting

  17. PROCESS MANAGEMENT – THE STEPSHow are we going to ensure it happens? Consistently! • 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

  18. SO WHEN WILL WE HAVE THESE THINGS IN PLACE? • Think through the plan for implementing systematic management of your process and set dates/owners for it 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

  19. SO WHAT EXACTLY WILL YOU (AS PROCESS OWNERS) DO? Produce Q4 Charts Train Team in Problem Solving Analyse Gaps in Performance • In your syndicate group: • Think back over the key things that you need to implement to establish a healthy systematic routine for executing your Process Owner responsibilities • Agree as a syndicate, a rough plan of activities to establish this in the next 6m • Identify clearly the support and guidance you believe you will need in this work • Be prepared to feed back your conclusions Implement Mgt routines Determine Improvement Priorities Meet Process Customers Set up Process Team Train Team in Systematic Mgt Develop Forward Plan Set up Problem Solving Teams Link Process to Appraisals Set Target Performance ProcessQFD Establish Measurements Determine Team Roles Map the Processes Review Progress

  20. Process: Process Proposal Owner: Team: Scope of Process & Probable Key Elements Outputs Customers Inputs Suppliers Process Objectives: Top QFD Related Proc Target Measure Business Benefits: Likely Strategies Deliverables Cost Assumptions/Implications: TERMS of REFERENCE(Process Proposals)

  21. ToR CRITERIA • 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!!!

  22. The following slides contain cards that can be used in support of the planning syndicate as outlined on slide 19

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