Getting From Understanding to Execution: Making Implicit Processes Actionable & Measurable

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  • 1. Angelo Baratta President Performance innovation Getting From Understanding to Execution
  • 2. 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.
  • 3. 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
  • 4. 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 
  • 5. Performance Management Tools & Techniques (Lean, Root-Cause …) 1 2 3 4
  • 6. 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
  • 7. Anatomy of a process
    • We sell the product of 3 by 3 numbers
  • 8. Task Method via example
    • Alternative ways to define the method:
    • Task level flow
    • Example
    • Procedure
  • 9. 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.
  • 10. Output Model
  • 11. Separate value effort from drag effort – 3 Streams pure waste drag burden Value throughput waste
  • 12. 3 Tiers + 3 Streams = big picture Value Stream Control Stream Failure Stream Actual RE/FM Predicted RE/FM Ideal – Zero Risk
  • 13. Add controls
  • 14. Add failure
  • 15. Org Chart focused view  Task objective bias Functional/Individual objectives
  • 16. Process Performance Framework change change P D C A
  • 17. Thank You!
    • Angelo Baratta
    • President
    • Performance Innovation
    • Contact Information:
    • 905-270-7591
    • [email_address]