The document discusses process excellence and outlines a typical 3 generation journey organizations go through to achieve it. In the first generation, there is an initial leadership push with a focus on quick wins and building problem solving skills. The second generation scales this up with a goal-driven approach and core process improvements. The third generation embeds process excellence through employee participation, process libraries, and performance scorecards to create sustainable advantage. Critical success factors include leadership sponsorship, delivering quick wins, and sustained long-term commitment.

1. Process
Excellence
Dinesh Neelay
3/23/15
Process Excellence IS Business Excellence
1
@Your Company

2. Summary
• Process Excellence requires a 3
generation journey over several years
with sustained commitment,
investments and focus
• Rapid improvements in high value
process streams builds credibility and
offers tangible results
• Process improvement skills are
critical to build capabilities of the
organization to become self sustaining

3. Process Excellence
Process
Excellence
Process
Management
Process
Improvement
Process Improvement Skill Building
Change
Acceptance
Process
Measurement
Strategic Alignment
Service Catalogs
Value Streams
Process Libraries
Methods & Procedures
Improvement Projects
Process Automation
Customer Satisfaction
Efficiency Gains
Compelling Need
Future State Vision
Mobilizing Support
Best Practices
Sustaining Change
Metrics & KPIs
Business Value
Scorecards
Lean * Facilitation * Change Management * Rapid Improvement

4. Typical Process
Excellence Journey
Generation 1
Initial Focus
Generation 2
Build to Scale
Generation 3
Build for Sustainable
Advantage
+
Leadership push
C-Level sponsorship
Low hanging fruits
Quick wins
Core process identification
Problem solving skills
Voice of customer & business
Change acceptance
Initial training program
Centralized PEx Team
Goal driven push-pull
Process owner sponsorship
Process measurement
Core process improvement
Initial process architecture
Metrics that matter
Financial outcomes
Change acceleration
Customer satisfaction
Employee PEx skills
Distributed PEx Team
Employee pull
Process actor initiated
BPM process architecture
Process libraries
Performance scorecards
Employee satisfaction
Customer loyalty
Change acculturation
PEx career pathways
PEx community of practice
Where is your company today?
X

5. Critical Success Factors
• At least one C-Level sponsor
• Compelling need
• Initial pockets of pull
• Tools and training investment
• Project pipeline selection
• Resource availability for PEx
• Delivering quick wins
• Sustained commitment

6. Contact Me
• I specialize in transactional, sales and
service environments (as opposed to
manufacturing)
• I pragmatically apply the framework
tools to meet the desired business
outcomes
• I offer full spectrum support- from a
very strategic to a very tactical level