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


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

  1. 1. Angelo Baratta President Performance innovation Getting From Understanding to Execution
  2. 2. What is the constraint? <ul><li>At any given point in time </li></ul><ul><li>There is at least one constraint </li></ul><ul><li>Which limits a system's performance </li></ul><ul><li>Relative to its goal </li></ul><ul><li>Finding that constraint and dealing with it should be a key management activity. </li></ul>
  3. 3. OrgChart view  Command & Control <ul><li>Single component – people </li></ul><ul><li>Personal vantage point. </li></ul><ul><li>Doesn’t provide a full picture. </li></ul><ul><li>Who is responsible? </li></ul><ul><li>Who did this or didn’t do this? </li></ul><ul><li>Who gets blame/credit? </li></ul><ul><li>Who should we replace ….? </li></ul>Vantage Point responsibility
  4. 4. Process Vantage Point  Customer View <ul><ul><li>Do we understand the need that we are trying to fulfill? </li></ul></ul><ul><ul><li>How well is the process fulfilling the needs? </li></ul></ul><ul><ul><li>How effectively is the need being fulfilled? How much waste is in the process? </li></ul></ul><ul><ul><li>What element should we change in order to do better? </li></ul></ul><ul><ul><li> Multiple integrated components </li></ul></ul>responsibility  accountability 
  5. 5. Performance Management Tools & Techniques (Lean, Root-Cause …) 1 2 3 4
  6. 6. Full Process Framework <ul><li>A process is a mechanism of interdependent components for fulfilling a customer need: </li></ul><ul><ul><li>That produces a defined output </li></ul></ul><ul><ul><li>From some consumed input </li></ul></ul><ul><ul><li>Using a sequence of operations – the transform method </li></ul></ul><ul><ul><li>Executed by an operator - people and/or technology </li></ul></ul><ul><ul><li>Based on a mental model and emotional mindset . </li></ul></ul><ul><ul><li>Exhibiting measurable performance </li></ul></ul>Transform
  7. 7. Anatomy of a process <ul><li>We sell the product of 3 by 3 numbers </li></ul>
  8. 8. Task Method via example <ul><li>Alternative ways to define the method: </li></ul><ul><li>Task level flow </li></ul><ul><li>Example </li></ul><ul><li>Procedure </li></ul><ul><li>… </li></ul>
  9. 9. 3 Tier Model for Account ability <ul><li>What we do. </li></ul><ul><ul><li>We execute tasks to produce an output. Tasks relate to functions and jobs. </li></ul></ul><ul><li>What’s left when we’re done. </li></ul><ul><ul><li>We produce an output in order to achieve an outcome. Outputs relate a culmination of tasks & the flow of value. </li></ul></ul><ul><li> What we got out of it. </li></ul><ul><ul><li>We achieve an outcome to fulfill a vision. Outcomes relate to system goals. </li></ul></ul>
  10. 10. Output Model
  11. 11. Separate value effort from drag effort – 3 Streams pure waste drag burden Value throughput waste
  12. 12. 3 Tiers + 3 Streams = big picture Value Stream Control Stream Failure Stream Actual RE/FM Predicted RE/FM Ideal – Zero Risk
  13. 13. Add controls
  14. 14. Add failure
  15. 15. Org Chart focused view  Task objective bias Functional/Individual objectives
  16. 16. Process Performance Framework change change P D C A
  17. 17. Thank You! <ul><li>Angelo Baratta </li></ul><ul><li>President </li></ul><ul><li>Performance Innovation </li></ul><ul><li>Contact Information: </li></ul><ul><li>905-270-7591 </li></ul><ul><li>[email_address] </li></ul>