The Organizational Excellence Model

1. The Organizational Excellence Model

2. Performance level The organization’s key performance indicators that indicate the achievement of excellence. Specific indicators depend upon the organization’s products and services, and its goals and objectives Process management The ability to define, manage and integrate the business processes used to conceive, develop, produce and deliver the organization’s products and services. Specific processes depend upon the organization’s situation, and will vary over time. The Organizational Excellence Model

3. Performance level The organization’s key performance indicators that indicate the achievement of excellence. Specific indicators depend upon the organization’s products and services, and its goals and objectives Process management The ability to define, manage and integrate the business processes used to conceive, develop, produce and deliver the organization’s products and services. Specific processes depend upon the organization’s situation, and will vary over time. Problem-solving/ process improvement Problem solving / process improvement The ability to identify priority improvement areas and to cost-effectively solve problems and improve processes The Organizational Excellence Model (Cont’d.)

4. PROCESS Supplier Inputs Outputs Customer The Process of Process Improvement 1. Decide what to change from (“as is”) and to (“to be”), develop a shared vision among the improvement team, create a project plan and schedule 2. Define the boundaries of the process to be changed 3. Describe the process 4. Select the area(s) of the process to be studied further, and develop flow chart for these sub-processes

5. 2, 4, 5, 7 3 1, 4 • ----- • ----- • ----- 6 Work Process Errors Inputs Outputs Task 1 Task 2 Task 3 Input measures Output measures In-process measures Diagnosis The Process of Process Improvement (Cont’d.) 5. Determine and prioritize problems with process, link to flow chart 6. Establish/improve measures, and measure the “as is” status of the process 7. Find root causes of process problems. Correlate people and environmental root causes with work environment diagnosis 8. Use House of Quality to prioritize root causes to address in improvements and to identify improvement targets Materials Methods People P R O B L E M Correlation Environment Equipment

6. • ----- • ----- • ----- ----  ----  ---- • ----- • ----- • ----- The Process of Process Improvement (Cont’d.) 9. Develop improvement recommendations 10. Get recommendations approved 11. Develop improvement plans 12. Implement improvements 13. Collect new measures to show improvement 14. Start on continuous improvement activities Check Sheet  

7. Performance level The organization’s key performance indicators that indicate the achievement of excellence. Specific indicators depend upon the organization’s products and services, and its goals and objectives Process management The ability to define, manage and integrate the business processes used to conceive, develop, produce and deliver the organization’s products and services. Specific processes depend upon the organization’s situation, and will vary over time. Problem solving / process improvement The ability to identify priority improvement areas and to cost-effectively solve problems and improve processes Self-organizing teams The ability of individuals and groups to provide the situational leadership needed to adapt the way work is being done to best fit changing circumstances Problem-solving/ process improvement Self- organizing The Organizational Excellence Model (Cont’d.)

8. Self-Organizing is an Art and a Science • Self-organizing involves managing the way work gets done. It is an art and a science: • The science includes the tools and methods that support a process-based approach, effective decision-making, conflict resolution, and organizational learning • The artistic element involves the ability of people to act in the moment to find pathways toward their shared purpose • In the art lies the uncertainty, the risk, and the magic - therefore, in the art lies the learning

9. Performance level The organization’s key performance indicators that indicate the achievement of excellence. Specific indicators depend upon the organization’s products and services, and its goals and objectives Process management The ability to define, manage and integrate the business processes used to conceive, develop, produce and deliver the organization’s products and services. Specific processes depend upon the organization’s situation, and will vary over time. Problem solving / process improvement The ability to identify priority improvement areas and to cost-effectively solve problems and improve processes Self-organizing teams The ability of individuals and groups to provide the situational leadership needed to adapt the way work is being done to best fit changing circumstances Problem-solving/ process improvement Self- organizing Organizational capabilities The organizational capabilities that enable people to self-organize, solve problems, improve business processes, and operate the organization’s network of processes in a way that achieves organizational excellence. The Organizational Excellence Model (Cont’d.)