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The Process Audit and Maturity Model. Kenneth Webber MBA 731 November 5, 2007. Process Reengineering. Processes and Reengineering Processes. Consistency Predictable Control Effective Reinventing the Wheel Constant improvement Changing Business environment. Process Assembly Line. Who

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the process audit and maturity model

The Process Audit and Maturity Model

Kenneth Webber

MBA 731

November 5, 2007

processes and reengineering processes
Processes and Reengineering Processes
  • Consistency
  • Predictable
  • Control
  • Effective
  • Reinventing the Wheel
  • Constant improvement
  • Changing Business environment
process assembly line
Process Assembly Line
  • Who
  • Tasks
  • Specific Order
  • Location
  • Circumstances
results
Results
  • Removes Non-Value Adding Tasks
  • Reduces Errors
  • Reduces Delays
  • Reduce ad hoc & inconsistently performed practices
questions
Questions?
  • Did we start with the right thing?
  • How do we know we are making progress?
  • What will the organization look like when we are finished?
process audit and maturity model definition
Process Audit and Maturity Model Definition
  • Evaluate the existing processes
  • Evaluate redesigned processes
  • Evolutionary Improvement
  • Deliver High Performance Processes
  • A maturity framework for improving an organization.
  • Toward mature, disciplined, and continuously improving development of the knowledge, skills, motivation and business performance.
process audit
Process Audit
  • Process Enablers
    • Top Level Process Owners
    • Implementation
    • Performance
  • Enterprise wide Capabilities
    • Management Support the Processes
    • Employees Value Customers
    • Teamwork
    • Personal Accountability
five process enablers
Design

Performers

Owners

Infrastructure

Metrics

Knowledge

Skills

Behavior

Five Process Enablers
  • Purpose
  • Contest
  • Documentation
  • Identity
  • Activities
  • Authority
  • Info Systems
  • HR Systems
  • Definition
  • Uses
process enabler s four levels
Process Enabler’s Four Levels
  • P1 through P4
  • Each has a definition
  • Definition builds on last
  • Above 80% True is GREEN
  • 20% to 80% is YELLOW
  • Below 20% is RED
performers skills
Performers – Skills

Hamburger Assembly

  • P1 - Performers are skilled in problem solving process improvement
  • P2 - Performers are skilled at teamwork and Self-management
  • P3 - Performers are skilled at business decision making
  • P4 - Performers are skilled at change management & change implementation
process audit1
Process Audit
  • Process Enablers
    • Top Level Process owners
    • Implementation
    • Performance
  • Enterprise wide Capabilities
    • Management support the processes
    • Employees value customers
    • Teamwork
    • Personal Accountability
four enterprise capabilities
Leadership

Culture

Expertise

Governance

Teamwork

Customer Focus

Responsibility

Attitude Towards Change

Four Enterprise Capabilities
  • Awareness
  • Alignment
  • Behavior
  • Style
  • People
  • Methodology
  • Process Model
  • Accountability
  • Integration
enterprise capabilities four levels
Enterprise Capabilities Four Levels
  • E1 through E4
  • Each has a definition
  • Definition builds on last
  • Above 80% True is GREEN
  • 20% to 80% is YELLOW
  • Below 20% is RED
culture responsibility
Culture - Responsibility

Hamburger Assembly

  • E1 – Accountability for results rest with managers
  • E2 – Frontline personnel begin to take ownership of results
  • E3 – Employees feel accountable for enterprise results
  • E4 – Employees feel a sense of mission in serving customers and achieving ever-better performance
real life examples
Real Life Examples
  • Michelin
  • CSAA
  • Tetra Pak
  • Shell
  • Clorox
take away
Take Away
  • Generic Maturity Model
  • Doesn’t specify how the processes should look
  • Characteristics that any enterprise should have
  • Incremental
  • Simple
references
References
  • Hammer, Michael, “The process Audit”, HBR, Reprint R0704H, April 2007
  • “Beyond CMMI... PEMM”, Gant Head Web site, Posted: April 17, 2007 02:48 PM,http://www.gantthead.com/blog/Project-Management-2.0/335/> (05 Nov 2007)
  • Hammer, Michael, “The 7 Deadly Sins of Performance Measurement”, MIT SLONE Management Review, Spring 2007
  • Harmon, Paul Business Process Trends Newsletter, March 2004, Volume 2, No. 3 PP1-11
  • “Hammer and Company – PEMM”, n.d.,http://www.hammerandco.com/pemm.asp, (05 Nov 2007)
  • “CIO as Chief Process Officer, Not Strategic Leader”, CEO Insight Web site, n.d., http://www.cioinsight.com/article2/0,1540,2191426,00.asp, (05 Nov 2007)
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