Process Manager Workshop

Process Managers’ Workshop
Facilitated by Ian J Seath:

Improvement Skills Consulting Ltd.
Objectives
 As a result of this workshop you will be able

to:
 Describe an approach to Process Management
and its expected benefits
 Explain your role as a Process Manager
 Use some process management tools and
techniques to improve your process(es)
 Develop a process management plan for your
process(es)
2 © 2011 Copyright ISC Ltd.

Agenda
 Process Management
 Principles
 The role of the Process Manager
 The Day-to-day Process Management model
 Manage
 Define
 Quantitatively Manage
 Optimise
 Next steps
People + Process = Performance
 “We get brilliant results from average people

managing brilliant processes, while our
competitors get average results, or worse,
from brilliant people managing broken
processes.”
 [Toyota Chairman: Fujio Cho]

People + Process = Performance
 100% of your organisation’s performance is a

result of how well your people design,
operate and continuously improve its
processes
ENABLERS RESULTS
People
People
Results
Key
Policy & Customer
Leadership Processes Performance
Strategy Results
Results
Partnerships Society
& Resources Results
INNOVATION AND LEARNING

What is a Process?
 Processes take INPUTS, do WORK to them,

and produce OUTPUTS for CUSTOMERS
Input Process Output
They exist to achieve performance

OUTCOMES and meet the requirements of
STAKEHOLDERS
Today’s challenge?
Happier Cheaper
Customers
More
Faster
Better

Throw more resource at it…
More?

More?
More?

Possibly not…
X
More?
Input Output
Process
More?
X
X
More?

So, you will have to…
Happier
Customers
Cheaper
More
Faster
Better

Two typical starting points…
 We need to get our  We need to fix some

processes “in order” problems
 We need to be able to  We need to make a
demonstrate a step-change in
consistent, performance in a few
professional approach key areas
to managing the
organisation
 Process  Process
Management Improvement
Process Management: 3 Elements
• Business Process Model

Management • Process Owners
by Process • Process Maturity Model
• Define
Process • Measure
Improvement • Analyse
• Improve
Projects • Control
Management • Day-to-day Process

Management
of Processes • Process Managers

Management by Process

• Define
Process • Measure
• Improve

Management

Business Process Model
Process
Maps
Input Output
Procedure Procedure Standard Policy Procedure

Text Policy Standard

Generic High-level Process Model
Regulation
Legal
Market & Framework
Competitor Business
Data Plans
Develop Policy &
Strategy
Performance
Chief Exec
Data
Products
Product Ideas Available
Develop Products &
Services
Development Manager
Customer/Prospect
Needs Customer
Win Business Orders
Support and Enabling Processes Marketing Manager
Delivered
Orders &
Fulfil Customer Orders
Invoices
Ops Mgr

Telecoms Process Model (example)
Design
Address Bill
build & Sell to Repair &
customer Provide customers
operate & service maintain
needs & service & collect
the customers service
requirements payment
network Operator Service
Provide support & Manage people
Provide information management

Probation Process Model (example)
Lead the business
• Assess
• Sentence • Programmes
Deliver
Manage Plan • Unpaid Work
Offenders • Implement Intervent- • Approved
• Review ions Premises
• Evaluate
Support the business

HR – IT – Info – Finance – Partnerships – Property – Legal - Comms

IT Solutions Provider (example)
Enabler Processes:
Develop
 Manage & Improve Human
Strategy Resources
 Manage & Improve Information
Systems
 Manage & Improve Technology
 Manage & Improve Financial &
Physical Resources
 Manage & Improve External
Deliver Enabler Win Relations & Partners
Solutions Processes Business  Manage Improvement &
Change
Design &
Implement
Solutions

Example Process Owner Role
 Process Owners have end-to-end responsibility for high-level

processes.
 Process owners will “champion” the improvement of the process.
 Process Owners are members of the Process Control Board.
 Process Owners are practically responsible for the high-level
process to which they are assigned (see above).
 For key, activity and task level processes Process Owners may
appoint Process Managers (sub-process owners).
 Process Owners are theoretically responsible for changes in any
process including and below the high-level process which they own.
 Process Owners can rely on the Process Manager’s judgement as
they see fit if an appointed Process Manager identifies a change in a
process as simple and low impact.

Process Capability & Maturity
Continuous process improvement (incremental and innovation)
Common causes of variation are identified and improved Optimising
Processes are agile and “best in class”
Targets, standards and measures are used Quantitatively Performance
Special causes of variation are identified and Managed is predictable
corrected
Organisation-wide focus All processes are documented
Value chains are identified Defined Measurements are defined
Departmental Some organised processes

& Team focus Managed Performance is repeatable
No organised processes
Initial Ad hoc and reliant on “heroics”
Performance is not repeatable

Process Improvement Projects

• Define
Process • Measure
• Improve

Management

DMAIC Process Improvement
• Agree the problem/opportunity for the Process Improvement Project
Define • Identify the process customers and what they want
• Define the “As Is” process map
• Agree what data is needed to quantify the performance of the process

Measure • Identify how the data will be collected
• Collect the data
• Analyse the performance of the process using the data

Analyse • Assess the process using qualitative information
• Identify the root causes of the performance of the process
• Identify, select and test possible “To Be” process improvement ideas
Improve • Develop plans to implement the selected improvements
• Implement the new process
• Assess the performance of the new process

Control • Ensure the required performance can be sustained
• Review the project and apply learning for the future

Management of Processes

• Define
Process • Measure
• Improve

Management

Day-to-day Process Management
Optimising
• Benchmark Externally
• Establish Statistical Process Control
• Establish DMAIC Improvement Projects
Quantitatively Managed
• Review Performance
• Implement Corrective Actions
• Measure Performance
Defined
• Define Performance Targets

• Define Process Measurements
• Define Systems Standards
Managed
• Map the Process

• Define Customers and their Requirements
• Identify the Process and its Owner

Example Process Manager Role
 Process Managers have end-to-end responsibility for the key,

activity and task level processes which they are appointed to
manage.
 Process Managers must report back all changes to processes to the
Process Owner.
 Process Managers must highlight all changes that could affect other
processes.
 Process Managers must highlight all changes that cannot be
resolved within the process.
 Process Managers must highlight all changes that have a
medium/high impact on the process.

Optimising
Defined

Managed
• Map the Process


SIPOC Process Definition
Sub-process
Process
steps
Purpose
Input Output
Process Name
(Verb + Noun)
Suppliers Customers
Boundaries include: Boundaries exclude:

Process: Recruit Staff
Purpose: To ensure the right staff are available with the right skills, at the right time.
Owner: HR Director
Suppliers Inputs Process Outputs Customers
Line Manager Request to fill 1. Specify needs New member Line Manager
a vacancy 2. Authorise of staff
recruitment
3. Place adverts
4. Assess
applicants
5. Offer
appointment
6. Confirm start
Boundaries:
Start-point: End-point:
Includes: Excludes:
Full & part-time staff Budgeting for recruitment
All Grades except SMT HR Workforce Planning

Process:
Purpose:
Owner:
Suppliers Inputs Process Steps Outputs Customers
Boundaries:
Start-point: End-point:
Includes: Excludes:

Customers and Requirements
 Customer: anyone who requires the output(s) of

your process
 Requirements: those things that are needed by
the customer in order for them to be satisfied
 Expectations: customers often have
expectations, either about the output or the
performance of the process - they may not be
expressed explicitly, but are worth knowing as
they can significantly affect perceptions of your
performance
Tools and techniques to identify and
agree customer requirements
 Interviews
 Questionnaires
 Focus Groups
 Customer Requirements Analysis
 Service Level Agreements
 Customer Charters

Process mapping with Control 2007
Input Activity Output
(Verb & Noun)
Resource

Sequence Map

Swimlane Map

Optimising
Defined

Managed
• Map the Process


Define Systems Standards
 Your process might be adequately documented

simply by drawing an up-to-date process map
 However, in many cases you will need more than a
map
 Systems Standards provide information on the
level of performance that must be achieved
 Standards may be quantified (in which case they are
no different to Targets), or they may be qualitative,
such as "compliance with National Standard ABC"

What could you measure?

Process Measurement
Internal Measures Output Measures Satisfaction Measures
 Processing time (work  Error Rate or Accuracy  Perceptions of reliability,
time in process steps) (Right First Time) assurance, tangibles,
 Cycle-time (end-to-end,  Timeliness (delivery vs. empathy, responsiveness
elapsed time) deadline/requirement)
 Delay or Waiting time  Completeness  Any “objective”
(e.g. between steps) measures gathered by
Conformance to customer(s) or
 Volume (input) 
Standard stakeholder(s)
 Cost (direct cost per  Success Rate/Attrition  Compliments
transaction) Rate/Output Volume
 Overhead cost  Complaints  Awards

Stratification examples…
Who  Customer
 Supplier
 Individual, Grade, LoS
 Group/Team/Dept.
 Gender/Age/Ethnicity
When  Year, Month, Week, Day
 Hour, Minute, Second
 Point in cycle
Where  Region, Area, Town
 Office, Hostel, Court
 In the process
What  Order, Sentence, Crime
 Risk Category
 Reason

Define Performance Targets
 Targets should ideally be expressed in

SMART format:
Error Rate (%)
30
 Specific 25
 Measurable 20
15
 Achievable 10
 Relevant 5
 Time-bound 0 Target

Possible sources of Targets
 Past performance (e.g. +x%)

 Competitors’ known performance
 Customer requirements
 Externally imposed standards
 Internal comparators (benchmarks)
 External comparators (benchmarks)

Optimising
Defined

Managed
• Map the Process


Data Presentation Tools
Freq. Histogram
(#) Error
80 Rate (%) Line Graph
30
60 25
40 20
15
20
10
0 5
Response Time 0
Cost
Pareto Diagram
(£)
120
100
80
60
40
20
0
A B C D E F G H
Error Type

Corrective Action Process
What is the problem?
Define
Has it worked? What data do you have?

Control Measure
How can you solve it? What are the root causes?
Improve Analyse

Problem Definition Questions
Inside the Outside the

Problem Problem
What?
Where?
When?
Who?
How big?

Review performance – where are you?
Optimising
Defined

Managed
• Map the Process


Review performance
Focus of Review: Qtr 1 Qtr 2 Qtr 3 Qtr 4
Purpose and business outcomes X
Customer & Supplier requirements X X
Process flow, interfaces and documentation X
Staff capacity and capability X
Measurement system and performance targets X
Systems standards and conformance/compliance X
Preventive and corrective action systems X
DMAIC Improvement projects & changes made X
Benchmarking & changes made X
SIP 230408: 47 © 2011 Copyright ISC Ltd.

Optimising
Defined

Managed
• Map the Process


DMAIC Process Improvement
• Agree the problem/opportunity for the Process Improvement Project
Define • Identify the process customers and what they want
• Define the “As Is” process map
• Agree what data is needed to quantify the performance of the process

Measure • Identify how the data will be collected
• Collect the data
• Analyse the performance of the process using the data

Analyse • Assess the process using qualitative information
• Identify the root causes of the performance of the process
• Identify, select and test possible “To Be” process improvement ideas
Improve • Develop plans to implement the selected improvements
• Implement the new process
• Assess the performance of the new process


DMAIC Tools and Techniques
Define Measure Analyse Improve Control
SIPOC Process Customer Pareto Analysis Creative Statistical
Definitions Surveys Thinking Process Control
Process Maps Focus Groups Value-add Clean Sheet Visual

Analysis Design Management
Improvement Data Collection Line, Bar & Force Field DMAIC
Project Checksheets Scatter Charts Analysis Problem Solving
Definitions
Current State Interviews Cost & Cycle- Risk Analysis
Value Stream time Analysis
Maps
Activity 7 Wastes Future State
Sampling Value Stream
Maps
Cause & Effect Poka Yoke
Diagrams (Mistake-
proofing)

Establish Statistical Process Control
 SPC enables a judgement to be made about

whether or not a process is in statistical
control, and therefore determine when to
make an adjustment in the process
 It is used to improve performance by
reducing process variation
 There are two types of variation:
 Common Cause
 Special Cause

Common and Special Cause Variation
Common Cause Special Cause

 Stable, consistent  Pattern changes over
pattern of variation time
 Repeatable and  Unstable and
predictable unpredictable
 Numerous causes  “assignable”
 Always present
 “chance”

Example: Journeys to work
120
100 Upper Control Limit
80 Mean
Lower Control Limit
Mins. 60
40
20
0
Days: Consecutive Journeys

Process Control and Improvement
Improvement
160
140
120
100
80
60
40
20
0
Control 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
Breakthrough

Metrics, Process and Organisational Benchmarking
 Metrics Benchmarking compares your numbers with

somebody else’s
 It tells you “what” they achieve, but nothing about “how”
 Process Benchmarking compares your processes with
somebody else’s
 It tells you “how” they achieve it, but not why
 Organisational Benchmarking compares your
organisational approach (people, structures, skills,
culture etc.) with somebody else’s
 It tells you “why” they achieve it, as well as “how”

4 Types of Benchmarking
 Internal
 comparing within your Service, between sites and departments
 Competitive
 direct comparisons with competitors offering the same services
as you
 Functional
 comparing with other organisations in a similar field but who are
not in competition
 Generic
 comparing similar processes regardless of the nature of the
industry/sector

Benchmarking Process
• Agree the process/service scope of the Benchmarking Project
Define • Define the “As Is” process and current performance
• Identify potential comparator organisations
• Determine data collection methods

Measure • Plan data exchange and partner visits
• Collect comparator data (desk research and/or visits)
• Analyse the performance of the comparators using the data

Analyse • Assess the performance of the comparators using qualitative information
• Determine the performance gaps in your process/service
• Identify and select possible practices to adapt or adopt

Improve • Develop plans to test and implement the selected practices
• Gain acceptance and implement the improvements
• Assess the performance of the new process/service


Process Management Plan
No action and nothing Planned, but no action Underway Complete Reviewed
planned
Process is continuously improving (“Optimising”)
Benchmark
externally
Establish Statistical
Process Control
Establish DMAIC
projects
Process is “Quantitatively Managed”

Review performance
Implement
corrective actions
Measure
performance
Process is “Defined”
Define performance
targets
Define process
measurements
Define systems
standards
Process is “Managed”
Map the process
Define customers
and their
requirements
Identify the process

and its Owner

Process Manager Workshop

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Process Manager Workshop

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Formate disponibile

Process Managers’ Workshop

Facilitated by Ian J Seath:

 As a result of this workshop you will be able

2 © 2011 Copyright ISC Ltd.

 “We get brilliant results from average people

4 © 2011 Copyright ISC Ltd.

 100% of your organisation’s performance is a

INNOVATION AND LEARNING

5 © 2011 Copyright ISC Ltd.

 Processes take INPUTS, do WORK to them,

Input Process Output

They exist to achieve performance

Input Process Output

7 © 2011 Copyright ISC Ltd.

Input Process Output

8 © 2011 Copyright ISC Ltd.

9 © 2011 Copyright ISC Ltd.

Input Process Output

10 © 2011 Copyright ISC Ltd.

 We need to get our  We need to fix some

• Business Process Model

Management • Day-to-day Process

12 © 2011 Copyright ISC Ltd.

• Business Process Model

Management • Day-to-day Process

13 © 2011 Copyright ISC Ltd.

Procedure Procedure Standard Policy Procedure

14 © 2011 Copyright ISC Ltd.

Support and Enabling Processes Marketing Manager

15 © 2011 Copyright ISC Ltd.

Provide information management

16 © 2011 Copyright ISC Ltd.

Support the business

17 © 2011 Copyright ISC Ltd.

18 © 2011 Copyright ISC Ltd.

 Process Owners have end-to-end responsibility for high-level

19 © 2011 Copyright ISC Ltd.

Departmental Some organised processes

20 © 2011 Copyright ISC Ltd.

• Business Process Model

Management • Day-to-day Process

21 © 2011 Copyright ISC Ltd.

• Agree what data is needed to quantify the performance of the process

• Analyse the performance of the process using the data

• Assess the performance of the new process

22 © 2011 Copyright ISC Ltd.

• Business Process Model

Management • Day-to-day Process

23 © 2011 Copyright ISC Ltd.

• Define Performance Targets

• Map the Process

24 © 2011 Copyright ISC Ltd.

 Process Managers have end-to-end responsibility for the key,

25 © 2011 Copyright ISC Ltd.

• Define Performance Targets

• Map the Process

26 © 2011 Copyright ISC Ltd.

Boundaries include: Boundaries exclude:

27 © 2011 Copyright ISC Ltd.

28 © 2011 Copyright ISC Ltd.

29 © 2011 Copyright ISC Ltd.

 Customer: anyone who requires the output(s) of

31 © 2011 Copyright ISC Ltd.

Input Activity Output