Angelo Baratta President Performance innovation Getting From Understanding to Execution

What is the constraint? At any given point in time There is at least one constraint Which limits a system's performance Relative to its goal Finding that constraint and dealing with it should be a key management activity.

At any given point in time

There is at least one constraint

Which limits a system's performance

Relative to its goal

Finding that constraint and dealing with it should be a key management activity.

OrgChart view  Command & Control Single component – people Personal vantage point. Doesn’t provide a full picture. Who is responsible? Who did this or didn’t do this? Who gets blame/credit? Who should we replace ….? Vantage Point responsibility

Single component – people

Personal vantage point.

Doesn’t provide a full picture.

Who is responsible?

Who did this or didn’t do this?

Who gets blame/credit?

Who should we replace ….?

Process Vantage Point  Customer View Do we understand the need that we are trying to fulfill? How well is the process fulfilling the needs? How effectively is the need being fulfilled? How much waste is in the process? What element should we change in order to do better?  Multiple integrated components responsibility  accountability 

Do we understand the need that we are trying to fulfill?

How well is the process fulfilling the needs?

How effectively is the need being fulfilled? How much waste is in the process?

What element should we change in order to do better?

 Multiple integrated components

Performance Management Tools & Techniques (Lean, Root-Cause …) 1 2 3 4

Full Process Framework A process is a mechanism of interdependent components for fulfilling a customer need: That produces a defined output From some consumed input Using a sequence of operations – the transform method Executed by an operator - people and/or technology Based on a mental model and emotional mindset . Exhibiting measurable performance Transform

A process is a mechanism of interdependent components for fulfilling a customer need:

That produces a defined output

From some consumed input

Using a sequence of operations – the transform method

Executed by an operator - people and/or technology

Based on a mental model and emotional mindset .

Exhibiting measurable performance

Anatomy of a process We sell the product of 3 by 3 numbers

We sell the product of 3 by 3 numbers

Task Method via example Alternative ways to define the method: Task level flow Example Procedure …

Alternative ways to define the method:

Task level flow

Example

Procedure

…

3 Tier Model for Account ability What we do. We execute tasks to produce an output. Tasks relate to functions and jobs. What’s left when we’re done. We produce an output in order to achieve an outcome. Outputs relate a culmination of tasks & the flow of value.  What we got out of it. We achieve an outcome to fulfill a vision. Outcomes relate to system goals.

What we do.

We execute tasks to produce an output. Tasks relate to functions and jobs.

What’s left when we’re done.

We produce an output in order to achieve an outcome. Outputs relate a culmination of tasks & the flow of value.

 What we got out of it.

We achieve an outcome to fulfill a vision. Outcomes relate to system goals.

Output Model

Separate value effort from drag effort – 3 Streams pure waste drag burden Value throughput waste

3 Tiers + 3 Streams = big picture Value Stream Control Stream Failure Stream Actual RE/FM Predicted RE/FM Ideal – Zero Risk

Add controls

Add failure

Org Chart focused view  Task objective bias Functional/Individual objectives

Process Performance Framework change change P D C A

Thank You! Angelo Baratta President Performance Innovation Contact Information: 905-270-7591 [email_address]

Angelo Baratta

President

Performance Innovation

Contact Information:

905-270-7591

[email_address]