Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 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
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 2
PROCESS OWNERSHIP
ProcessTargets &Objectives
Process Owner& Process Team
Measures
Our ProcessInternal
& ExternalCustomers
ImprovementProjects
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 3
THE CONTEXT OF PROCESS OWNERSHIP
Process Team
Company Management Team
Dear organisation this is what we need to do this year
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.
Quadrant ChartReportingPerformance Trend
Analysis Actions
Yes, if all the teams do what they say, we can meet it
CONTRIBUTION SHEETSC Objective:Process:
ContributionProcess Process PerformanceObjective Measure Target
CONTRIBUTION SHEETSC Objective:Process:
ContributionProcess Process PerformanceObjective Measure Target
1. Process QFD 2. ManagingProcess
Ownership
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 4
PROCESS QFD
How the QFD Cascades (Theory)
OBJECTIVES
PROCESSES
ORGANISATION QFD
PROCESSES
LOCAL PROCESS MAP
SUB-PROCESSES
OBJECTIVES
SUB
ORGANISATION QFD
PROCESS QFD
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 5
PLANNING THROUGH PROCESS QFD
And then manage your process to deliver that potential!
?1
Review your objectives to reflect new top-level QFD & changes in customer requirements
?2
Reconsider your measures and targets to reflect your objectives, and the needs of your customers ?3Reflect new understanding about your process and your objectives in your model of sub-processes
?4
Explore the relationships to develop a clear picture of what your sub processes need to deliver
?5
Set sub-process targets and improvement initiatives to fulfil the potential of your process
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 6
Measure
Material OT @ POU
Supplier DOH (RM)
OT to CustomerRequest
Value Add PerEquivalent Head
New InitiativesImplemented
Process StepsReduction
Skills MatrixCoverage
Gross Profit %
ITO
Audit PlanCoverage
Target
85%
30 Days
80%
60K Dfl
6
60
100%
35%
9
7
Ranking 147 71
Wt.
Manage MaterialSupply Effectively 5Manage Customer Expect-ations & Requirements 5Effectively Plan Manufact-uring Resources 4Develop New Value AddSolutions & Processes 4
Develop Technical &Management Skills
Manage Finances 2
Ensure Compliance 2
3
3
Develop & Improve BusinessProcess Tools & Systems
Pla
nn
ing
& In
ven
-to
ry M
anag
emen
t
Dev
elo
p &
En
able
Peo
ple
Res
ou
rce
Pro
ject
Man
agem
ent
Pu
rch
asin
gP
roce
ss
Qu
alit
y M
anag
e-m
ent
Sys
tem
Ass
emb
le &
Tes
t
Rec
eivi
ng
&D
istr
ibu
tio
n
Pla
n &
Co
ntr
ol
Fin
ance
s
Man
ufa
ctu
rin
gS
up
po
rt
144 126 105 96 85 83 72
Leovan den Heuvel
DietmarHarteveld
PaulJung-
schlager
HenkLeijten
JohanVerhoeven
Hansvan der
Klift
RaymondKorving
JaccoGroene-
veld
JelleStruijk
Leo van den Heuvel
Henk Leijten
PaulJungschlager
Hans vander Klift
DietmarHarteveld
JohanVerhoeven
DietmarHarteveld
JaccoGroeneveld
Leo vanden Heuvel
JohanVerhoeven
ObjectiveMeasureOwner
Process Manager
Top Level QFD
REVIEWING YOUR OBJECTIVES
?1
Customers/Suppliers
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 7
REVIEWING YOUR MEASURES & TARGETS
?2Measure
Material OT @ POU
Supplier DOH (RM)
OT to CustomerRequest
Value Add PerEquivalent Head
New InitiativesImplemented
Process StepsReduction
Skills MatrixCoverage
Gross Profit %
ITO
Audit PlanCoverage
Target
85%
30 Days
80%
60K Dfl
6
60
100%
35%
9
7
Ranking 147 71
Wt.
Manage MaterialSupply Effectively 5Manage Customer Expect-ations & Requirements 5Effectively Plan Manufact-uring Resources 4Develop New Value AddSolutions & Processes 4
Develop Technical &Management Skills
Manage Finances 2
Ensure Compliance 2
3
3
Develop & Improve BusinessProcess Tools & Systems
Pla
nn
ing
& In
ven
-to
ry M
anag
emen
t
Dev
elo
p &
En
able
Peo
ple
Res
ou
rce
Pro
ject
Man
agem
ent
Pu
rch
asin
gP
roce
ss
Qu
alit
y M
anag
e-m
ent
Sys
tem
Ass
emb
le &
Tes
t
Rec
eivi
ng
&D
istr
ibu
tio
n
Pla
n &
Co
ntr
ol
Fin
ance
s
Man
ufa
ctu
rin
gS
up
po
rt
144 126 105 96 85 83 72
Leovan den Heuvel
DietmarHarteveld
PaulJung-
schlager
HenkLeijten
JohanVerhoeven
Hansvan der
Klift
RaymondKorving
JaccoGroene-
veld
JelleStruijk
Leo van den Heuvel
Henk Leijten
PaulJungschlager
Hans vander Klift
DietmarHarteveld
JohanVerhoeven
DietmarHarteveld
JaccoGroeneveld
Leo vanden Heuvel
JohanVerhoeven
ObjectiveMeasureOwner
Process Manager Top Level QFD
Quadrant ChartReportingPerformance Trend
Analysis Actions
Trend
Customer Need
Aspiration
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 8
REVIEWING YOUR SUB-PROCESSES
?3Existing Models
Boundary Challenges
Logic
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 9
REVIEWING THE RELATIONSHIPS
?4Voting
Potential Benchmarking
Quadrant ChartReportingPerformance Trend
Analysis Actions
History
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 10
REVIEWING YOUR INITIATIVES
?5Quadrant ChartReportingPerformance Trend
Analysis Actions
ProblemSolving
Ideas
Current Plans
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 11
THE CONTEXT OF PROCESS OWNERSHIP
Process Team
Company Management Team
Dear organisation this is what we need to do this year
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.
Quadrant ChartReportingPerformance Trend
Analysis Actions
Yes, if all the teams do what they say, we can meet it
CONTRIBUTION SHEETSC Objective:Process:
ContributionProcess Process PerformanceObjective Measure Target
CONTRIBUTION SHEETSC Objective:Process:
ContributionProcess Process PerformanceObjective Measure Target
1. Process QFD 2. ManagingProcess
Ownership
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 12
PROCESS MANAGEMENT
Initiatives
OLDOLD NEWNEW
PriorityActions
Improvement Projects!
A successful company
QFDTargets
Processes
TargetPerformance
IdentifiedDeficiencies
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 13
OLDOLD
PROCESS MANAGEMENT
Quadrant ChartReporting
NEWNEW
TrendPerformance
ActionsAnalysis
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 14
THE CULTURAL SPECTRUM
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
How good do we want to be in all this?
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 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?)
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 16
QUADRANT CHARTS
Quadrant ChartReporting
Trend How are we faring against target?
AnalysisWhat is at the root of our performance issues?
Actions What is our plan for correcting things?
Making the management thinking process visible!
PerformanceWhat are our critical success factors?
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 17
PROCESS MANAGEMENT – THE STEPSHow are we going to ensure it happens?
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
Consistently!
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 18
Nov Dec Jan Feb Mar
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
Measure current performance vs. targetsHold I/O discussions and develop a process mapCreate local QFD
Create meetings schedule and required preparationProduce and maintain a process quadrant chartPrioritise performance deficiencies for attentionAddress deficiencies by disciplined methodsRegularly review/address progressCoach and support staff
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 19
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
SO WHAT EXACTLY WILL YOU (AS PROCESS OWNERS) DO?
ProcessQFD
Map the Processes
Produce Q4 Charts
Establish Measurements
Train Team in Problem Solving
Set Target Performance
Analyse Gaps in Performance
Implement Mgt routines
Determine Improvement
Priorities
Set up Problem Solving Teams
Set up Process Team
Develop Forward Plan
Train Team in Systematic Mgt
Meet Process Customers
Link Process to Appraisals
Determine Team Roles
Review Progress
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 20
TERMS of REFERENCE(Process Proposals)
Process Objectives:Related Proc Target Measure
Business Benefits:Likely Strategies Deliverables Cost
Assumptions/Implications:
Outputs Customers Inputs Suppliers
Process:Owner:Team:Scope of Process & Probable Key Elements
Process Proposal
Top QFD
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 21
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!!!
ToR CRITERIA
Context
Process QFD
Management
Quad Charts
Planning
Proposing
© Tesseract Management Systems / Managing by Design / 2002 - 22
The following slides contain cards that can be used in support of the planning syndicate as outlined on slide 19