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PROCESS MANAGEMENT

PROCESS MANAGEMENT. These slides are intended to help explain to a group the nature of process management and what it involves in practice.

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PROCESS MANAGEMENT

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  1. PROCESS MANAGEMENT • These slides are intended to help explain to a group the nature of process management and what it involves in practice. • It starts with two slides that reflect the role of process management in terms of the six Ps, and then breaks this down into a number of specific responsibilities. • Also see the slide set on Process Ownership. • 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. PROCESS MANAGEMENT LocalTargets &Objectives Process Owner& Process Team Measures ImprovementProjects Internal & External Customers Process

  3. 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?)

  4. PROCESS MANAGEMENT – THE STEPSHow are we going to ensure it happens? Consistently! • Understanding the process: • Measure current performance against targets • Hold I/O discussions 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

  5. MEASURE CURRENT PERFORMANCE AGAINST TARGETS • Each process will: • Establish clear and practical routines for measuring their performance • Regularly collect and review performance data • Collate the data into time-based graphical form reflecting the trend of performance against target and against forecast

  6. HOLD I/O DISCUSSIONS AND DEVELOP A PROCESS MAP • Each process will: • Resolve any I/O (Input/Output)questions with its customer and supplier processes • Develop a process map, reflecting clearly how it fulfils its role • Correct any clear nonsenses and clarify any points of confusion or obvious risk • Keep the map updated with any subsequent change • Use the map to help understand performance issues and the knock-on implications of proposed changes

  7. CREATE A SCHEDULE OF MEETINGS AND REQUIRED PREPARATION • Each process will: • Create a schedule of regular monthly meetings to review process performance • Ensure that these are timed to provide most benefit to the company management meeting (e.g. recent data and analysis but with time to read it beforehand) • Clarify who is to attend these meetings with the process owner, and why • Ensure the schedule of performance measurement provides the meeting with relevant and timely information • Clarify roles and responsibilities to ensure the meeting and preparation are effective and efficient

  8. Quadrant Chart Reporting Performance Trend • What are our agreed performance targets? How are we faring against these? Analysis Actions What is at the root of our perform-ance issues? What is our plan for correcting things? PRODUCE AND MAINTAIN A PROCESS QUADRANT CHART • Each process will (on a monthly basis): • Produce aquadrantchart

  9. PRIORITISE PERFORMANCE DEFICIENCIES FOR ATTENTION • Each process will: • Develop a complete picture of the current shortfalls from target and customer expectations • Prioritise these according to their urgency and their importance to the business • Schedule their resources to ensure that the targets are met within appropriate timescales • Update the forecast lines on their quadrant chart to reflect these schedules

  10. Profile Root Cause Options Balance Launch Evaluate Maintain ADDRESS DEFICIENCIES THROUGH DISCIPLINED METHODS • In tackling performance issues, each process will: • Ensure everybody has a shared view of the problem or issue • Focus in identifying the real cause before leaping to solutions • Ensure a range of possible solutions is considered • Balance quick fixes with longer term improvement plans • Ensure that the implementation is properly managed as a project • Ensure the solution is evaluated and its effectiveness monitored • Bolt the solution into the day-to-day management routines

  11. REGULARLY REVIEW/ADDRESS PROGRESS • Regular process management meetings will: • Review performance against the top level measures and targets • Review progress on current strategies and problem solving • Review progress against (high profile) actions from previous meetings • List current issues from the above(and prioritise focus therein) • Identify and assign actions to address the issues • Wrap-up & review the meeting to improve its working Clear objective and compre-hensive picture Analysis & action

  12. COACH AND SUPPORT STAFF • Each process owner will: • Schedule regular one-to-one meetings with their process team members • Objectively review their performance with them, and their approach to delivering that performance • Understand their current aspirations and issues • Establish clear goals for improvement and identify how this can be achieved • Agree the support (if any) to enable them to do this • Keep notes to enable subsequent coaching sessions to be more efficient and focused • Expect their people to do the same for their direct reports

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