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Process Management: 
Why So Few Companies Get It Right
Webinar
May 9, 2013
 Founder: The Karen Martin Group, Inc.
 Consultant / Coach: Lead Lean transformations, 
facilitate improvement & develop workforce.
 Teacher: University of California, San Diego’s Lean 
Enterprise program.
 Author:
Karen Martin, 
President
www.ksmartin.com
1
Fall 2013
% Of Processes That Are Documented
17% 17% 17%
22%
27%
0%
5%
10%
15%
20%
25%
30%
0 - 10 11 - 25 25 - 50 51 - 75 76 - 100
3
Of those documented, % that are current
25%
15%
8%
42%
10%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0 - 10 11 - 25 26 - 50 51 - 75 76 - 100
4
% Of Processes With 2-5 Clearly
Defined KPIs
49%
15%
20%
10%
6%
0%
10%
20%
30%
40%
50%
60%
0 - 10 11 - 25 26 - 50 51 - 75 76 - 100
5
% of processes with KPIs that are
measured regularly
0
5
10
15
20
25
30
35
40
45
50
0 - 10 11 - 25 25 - 50 51 - 75 76 - 100
12%
10%
18%
6
44%
16%
% Of Processes With Clearly
Identified Owner
40%
10%
13%
21%
16%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0 - 10 11 - 25 26 - 50 51 - 75 76 - 100
7
Process Owners –
Level in Organization
37%
53%
6%
2% 2%
0%
10%
20%
30%
40%
50%
60%
Supervisor Manager Director Vice President C-Level
8
3 Criteria for Proper 
Process Management
9
1. Defined and documented processes
2. 2‐5 relevant KPIs for each process
a. Visually displayed
b. Consistently measured
c. Consistently improved
3. Sole ownership / oversight
3 Criteria for Proper 
Process Management
10
1. Defined and documented processes
2. 2‐5 relevant KPIs for each process, visually 
displayed
3. Consistently measured
4. Consistently improved
5. Sole ownership / oversight
Granularity of Work – From Value Stream 
to Specific Work Tasks
Value 
Stream
Process Process Process
Step StepStep
Micro 
Perspective
Process Maps
Macro 
Perspective 
Value stream maps
11
Source Refrigeration & HVAC, Inc.
Current State Value Stream Map
Service Delivery
Created February 11, 2009
CONFIDENTIAL
Customer
Receive
customer call
Call Center
PT = 2 mins.
%C&A = 60%
Review &
Post Invoices
Posting Admin
PT = 3 mins.
%C&A = 98%
Batch: 1x/day
0.0833
hours
2 minutes
2 hours
5 minutes
1.5
hours
90 minutes
1.25 hours
75 minutes
2 hours
120 minutes
4 hours
5 minutes
10.7
hours
10 minutes
48
hours
25 minutes
4 hours
3 minutes
10.7
hours
10 minutes
2 hours
4 minutes
480
hours Lead Time = 572 hours
Process Time = 349 minutes
Select &
Dispatch Tech
Dispatcher &
Service
Manager
PT = 5 mins.
%C&A = 60%
Make Repair;
Call to raise
the NTE
Tech
PT = 120 mins.
%C&A = 40%
Complete Call
in GP
Dispatcher
PT = 5 mins.
%C&A = 80%
Review
Service Call
Data
Service
Manager
PT = 10 mins.
%C&A = 50%
Batch: 2x/day
Review Open
Ticket Report
Billing Admin
PT = 25 mins.
%C&A = 75%
Upload time
card
Tech
PT = 0 mins.
%C&A = 70%
Batch: 1x/day
Close call in
Verisae
Account
Manager
(West)
PT = 1 mins.
%C&A = 90%
Batch: 1x/day
Process Time
Cards
Payroll Admin
PT = 10 mins.
%C&A = 90%
Batch: 1x/day
Process A/P
A/P Admin
PT = 15 mins.
%C&A = 85%
Batch: 1x/day
Tech
Assess
Problem
PT = 90 mins.
%C&A = 90%
Tech
Special Order
Part
Tech
Pickup Part
at Parts Store
PT = 75 mins.
%C&A = 95%
Tech
Get Part from
Truck
PT = 0 mins.
120 m.
Great
Plains
Verisae
(Customer)
Review
Invoices;
Close in
Verisae (Pac)
Account
Manager
PT = 10 mins.
%C&A = 85%
Batch: 3-5xper wk
Enter Invoices
into Verisae &
Excel; Mail
Invoices
Billing Admin
PT = 4 mins.
%C&A = 95%
Batch: 1x/week
Excel
Spreadsheet
(Customer)
40%
Receive
Cash; Post
Payment
Collections
75 m. 120 m. 240 m. 640 m. 6 days 240 mins. 640 m. 120 m. 60 days90 m.5 m.
?%
?%
Supplier
%C&A %Complete and Accurate
AR Activity Ratio
FTE Full Time Equivalent
LT Lead Time
PT Process Time
RFPY Rolled First Pass Yield
Acronym Key
Lead Time to invoice = 86.2 hrs
Process Time =5.9 hrs.
NOTE: Business hours
ActivityRatio = 6.8%
RFPY = 1.1%
Lead time to cash = ? days
Value Stream Maps
0
1
0
15
6
-1
0
Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A
1
Fax PO to Sales
Rep
0 0 45%
2
Review PO;
clarify with
customer as
needed
20 2 90%
Fax PO to
warehouse
10 4 90%
5
6
Check inventory
levels; notify
Sales Rep re:
status
5 4 95%
Fax PO to Sales
Rep
5 0.33 90%
0 20 10 5 5
0 2 4 4 0.33
45% 90% 90% 95% 90%
0 20 10 5 5
Rolled %C&A
Critical Path LT
Total PT
Critical Path PT
5431 2
Mary Townsend
Hours Worked per Day Sally Dampier
Occurrences per Year Sam Parks
Current State Metrics-Based Process Map
Dave Morgan25-Jun-08
8 Facilitator
Process Details
Michael Prichard
Order FulfillmentProcess Name
Specific Conditions Domestic orders through sales force
37,500
Date Mapped
Sean Michaels
Sales Rep
Ryan AustinDiane O'Shea
Mapping Team
LT Units
Function /
Department
PT Units
Step # ►
Customer
Finance
Warehouse /
Shipping
Seconds
Minutes
Hours
Days
Seconds
Minutes
Hours
Days
Metrics-Based Process Maps
Process Flow Charts
14
Standard Work Combination Sheet
15www.velation.com
3 Criteria for Proper 
Process Management
16
1. Defined and documented processes
2. 2‐5 relevant KPIs for each process
a. Visually displayed
b. Consistently measured
c. Consistently improved
3. Sole ownership / oversight
Key Performance Indicators
17
• Lean metrics (based on relevance)
– Lead time (LT)
– Process Time (PT)
– % Complete & Accurate (%C&A)
• Other ‐ based on what problem you’re solving, 
customer expectations, etc:
– % billed charges received w/in 30 days of service
– Telephone hold times
– Infection rates
– % difference between estimate and actual cost
– # errors (or % work with errors)
Correspondence Accuracy
Gray – Highest industry quality scores
Purple – Median industry quality scores
Blue – Our quality scores
19
Balanced, Visual, Clear Ownership
Metric Description Owner
FY12
Target
Apr
Total
May
Total
Status
Production
Output
Output in Units VS Mgr 75,000 81500 110300
Batch
Deviations
% Batches are Right
the First time
VS Mgr 80.0% 81.8% 80.5%
Quoting
Leadtime
Days from receipt of
RFQ until sent to
customer
Dave 5.4 6.6 6.9
Promise Date
Accuracy
% On time for Promise
Date
Dave 96.0% 85.0% 89.0%
Engineering
Release Time
Days - receipt of PO
until documentation
released
Vicky 4.7 5.6 4.7
Problem
Resolution
Number of calls to
resolve customer
issues
Dave 2.1 2.4 2.3
Quality
Quality
Release
Backlog
# of lots waiting for
release by quality
engineers
VS Mgr 80 99 77
ProductionCustomerService
Administrative Metrics
Engineering Change Releases
36% 31%
51% 48%
37% 30%
45%
58%
76% 77%
61%
0%
20%
40%
60%
80%
100%
Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
On-TimeRelease
48
39
32
39
33
36
29
19 16
11
17
0
10
20
30
40
50
60
Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 J
Avg.DaystoRel.
3 Criteria for Proper 
Process Management
21
1. Defined and documented processes
2. 2‐5 relevant KPIs for each process
a. Visually displayed
b. Consistently measured
c. Consistently improved
3. Sole ownership / oversight
Who’s Minding the Store?
Value Stream
Value Stream 
Value Stream
Function
Typical Vertical Structure vs. 
Horizontal Reality – Value Stream  Level
FunctionFunctionFunction
Value 
Stream 
Manager 
Process
Process 
Process
Function
Typical Vertical Structure vs. 
Horizontal Reality – Process Level
FunctionFunctionFunction
Process 
Owner
25
Process Owner ≈ Process Doctor
Process Owner Role
• Manager or below
• NOT a third party (C.I. staff or external consultants)
• Responsible for overall process performance
– Tracks performance against targets
– Leads corrective action when negative trends appear
– Leads continuous improvement to progressively
raise the bar
• Granted authority to cross org chart “boundaries”
– And widely recognized to possess this authority
26
Value Stream & Process Oversight
27
Value Stream Value Stream Manager Process Process Owner
Outpatient Imaging Sally V Scheduling & Registration Bill G
Exam & Clinical Reporting Jose C
Reports to physician Maria J
Inpatient surgery Tonianne S Admission Tom M
Clinical stay Kathleen T
Discharge Mike M
Billing Sylvia S
Revenue Cycle Management Bruce T N/A N/A
Value Stream & Process Ownership
ABC Medical Center
28
Karen Martin, President
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
For Further Questions
Blog & newsletter:  www.ksmartin.com/subscribe

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Process Management: Why So Few Companies Get It Right

  • 2.  Founder: The Karen Martin Group, Inc.  Consultant / Coach: Lead Lean transformations,  facilitate improvement & develop workforce.  Teacher: University of California, San Diego’s Lean  Enterprise program.  Author: Karen Martin,  President www.ksmartin.com 1 Fall 2013
  • 3. % Of Processes That Are Documented 17% 17% 17% 22% 27% 0% 5% 10% 15% 20% 25% 30% 0 - 10 11 - 25 25 - 50 51 - 75 76 - 100 3
  • 4. Of those documented, % that are current 25% 15% 8% 42% 10% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 0 - 10 11 - 25 26 - 50 51 - 75 76 - 100 4
  • 5. % Of Processes With 2-5 Clearly Defined KPIs 49% 15% 20% 10% 6% 0% 10% 20% 30% 40% 50% 60% 0 - 10 11 - 25 26 - 50 51 - 75 76 - 100 5
  • 6. % of processes with KPIs that are measured regularly 0 5 10 15 20 25 30 35 40 45 50 0 - 10 11 - 25 25 - 50 51 - 75 76 - 100 12% 10% 18% 6 44% 16%
  • 7. % Of Processes With Clearly Identified Owner 40% 10% 13% 21% 16% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 0 - 10 11 - 25 26 - 50 51 - 75 76 - 100 7
  • 8. Process Owners – Level in Organization 37% 53% 6% 2% 2% 0% 10% 20% 30% 40% 50% 60% Supervisor Manager Director Vice President C-Level 8
  • 9. 3 Criteria for Proper  Process Management 9 1. Defined and documented processes 2. 2‐5 relevant KPIs for each process a. Visually displayed b. Consistently measured c. Consistently improved 3. Sole ownership / oversight
  • 10. 3 Criteria for Proper  Process Management 10 1. Defined and documented processes 2. 2‐5 relevant KPIs for each process, visually  displayed 3. Consistently measured 4. Consistently improved 5. Sole ownership / oversight
  • 11. Granularity of Work – From Value Stream  to Specific Work Tasks Value  Stream Process Process Process Step StepStep Micro  Perspective Process Maps Macro  Perspective  Value stream maps 11
  • 12. Source Refrigeration & HVAC, Inc. Current State Value Stream Map Service Delivery Created February 11, 2009 CONFIDENTIAL Customer Receive customer call Call Center PT = 2 mins. %C&A = 60% Review & Post Invoices Posting Admin PT = 3 mins. %C&A = 98% Batch: 1x/day 0.0833 hours 2 minutes 2 hours 5 minutes 1.5 hours 90 minutes 1.25 hours 75 minutes 2 hours 120 minutes 4 hours 5 minutes 10.7 hours 10 minutes 48 hours 25 minutes 4 hours 3 minutes 10.7 hours 10 minutes 2 hours 4 minutes 480 hours Lead Time = 572 hours Process Time = 349 minutes Select & Dispatch Tech Dispatcher & Service Manager PT = 5 mins. %C&A = 60% Make Repair; Call to raise the NTE Tech PT = 120 mins. %C&A = 40% Complete Call in GP Dispatcher PT = 5 mins. %C&A = 80% Review Service Call Data Service Manager PT = 10 mins. %C&A = 50% Batch: 2x/day Review Open Ticket Report Billing Admin PT = 25 mins. %C&A = 75% Upload time card Tech PT = 0 mins. %C&A = 70% Batch: 1x/day Close call in Verisae Account Manager (West) PT = 1 mins. %C&A = 90% Batch: 1x/day Process Time Cards Payroll Admin PT = 10 mins. %C&A = 90% Batch: 1x/day Process A/P A/P Admin PT = 15 mins. %C&A = 85% Batch: 1x/day Tech Assess Problem PT = 90 mins. %C&A = 90% Tech Special Order Part Tech Pickup Part at Parts Store PT = 75 mins. %C&A = 95% Tech Get Part from Truck PT = 0 mins. 120 m. Great Plains Verisae (Customer) Review Invoices; Close in Verisae (Pac) Account Manager PT = 10 mins. %C&A = 85% Batch: 3-5xper wk Enter Invoices into Verisae & Excel; Mail Invoices Billing Admin PT = 4 mins. %C&A = 95% Batch: 1x/week Excel Spreadsheet (Customer) 40% Receive Cash; Post Payment Collections 75 m. 120 m. 240 m. 640 m. 6 days 240 mins. 640 m. 120 m. 60 days90 m.5 m. ?% ?% Supplier %C&A %Complete and Accurate AR Activity Ratio FTE Full Time Equivalent LT Lead Time PT Process Time RFPY Rolled First Pass Yield Acronym Key Lead Time to invoice = 86.2 hrs Process Time =5.9 hrs. NOTE: Business hours ActivityRatio = 6.8% RFPY = 1.1% Lead time to cash = ? days Value Stream Maps
  • 13. 0 1 0 15 6 -1 0 Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A 1 Fax PO to Sales Rep 0 0 45% 2 Review PO; clarify with customer as needed 20 2 90% Fax PO to warehouse 10 4 90% 5 6 Check inventory levels; notify Sales Rep re: status 5 4 95% Fax PO to Sales Rep 5 0.33 90% 0 20 10 5 5 0 2 4 4 0.33 45% 90% 90% 95% 90% 0 20 10 5 5 Rolled %C&A Critical Path LT Total PT Critical Path PT 5431 2 Mary Townsend Hours Worked per Day Sally Dampier Occurrences per Year Sam Parks Current State Metrics-Based Process Map Dave Morgan25-Jun-08 8 Facilitator Process Details Michael Prichard Order FulfillmentProcess Name Specific Conditions Domestic orders through sales force 37,500 Date Mapped Sean Michaels Sales Rep Ryan AustinDiane O'Shea Mapping Team LT Units Function / Department PT Units Step # ► Customer Finance Warehouse / Shipping Seconds Minutes Hours Days Seconds Minutes Hours Days Metrics-Based Process Maps
  • 15. Standard Work Combination Sheet 15www.velation.com
  • 16. 3 Criteria for Proper  Process Management 16 1. Defined and documented processes 2. 2‐5 relevant KPIs for each process a. Visually displayed b. Consistently measured c. Consistently improved 3. Sole ownership / oversight
  • 17. Key Performance Indicators 17 • Lean metrics (based on relevance) – Lead time (LT) – Process Time (PT) – % Complete & Accurate (%C&A) • Other ‐ based on what problem you’re solving,  customer expectations, etc: – % billed charges received w/in 30 days of service – Telephone hold times – Infection rates – % difference between estimate and actual cost – # errors (or % work with errors)
  • 18. Correspondence Accuracy Gray – Highest industry quality scores Purple – Median industry quality scores Blue – Our quality scores
  • 19. 19 Balanced, Visual, Clear Ownership Metric Description Owner FY12 Target Apr Total May Total Status Production Output Output in Units VS Mgr 75,000 81500 110300 Batch Deviations % Batches are Right the First time VS Mgr 80.0% 81.8% 80.5% Quoting Leadtime Days from receipt of RFQ until sent to customer Dave 5.4 6.6 6.9 Promise Date Accuracy % On time for Promise Date Dave 96.0% 85.0% 89.0% Engineering Release Time Days - receipt of PO until documentation released Vicky 4.7 5.6 4.7 Problem Resolution Number of calls to resolve customer issues Dave 2.1 2.4 2.3 Quality Quality Release Backlog # of lots waiting for release by quality engineers VS Mgr 80 99 77 ProductionCustomerService
  • 20. Administrative Metrics Engineering Change Releases 36% 31% 51% 48% 37% 30% 45% 58% 76% 77% 61% 0% 20% 40% 60% 80% 100% Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 On-TimeRelease 48 39 32 39 33 36 29 19 16 11 17 0 10 20 30 40 50 60 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 J Avg.DaystoRel.
  • 21. 3 Criteria for Proper  Process Management 21 1. Defined and documented processes 2. 2‐5 relevant KPIs for each process a. Visually displayed b. Consistently measured c. Consistently improved 3. Sole ownership / oversight
  • 25. 25 Process Owner ≈ Process Doctor
  • 26. Process Owner Role • Manager or below • NOT a third party (C.I. staff or external consultants) • Responsible for overall process performance – Tracks performance against targets – Leads corrective action when negative trends appear – Leads continuous improvement to progressively raise the bar • Granted authority to cross org chart “boundaries” – And widely recognized to possess this authority 26
  • 27. Value Stream & Process Oversight 27 Value Stream Value Stream Manager Process Process Owner Outpatient Imaging Sally V Scheduling & Registration Bill G Exam & Clinical Reporting Jose C Reports to physician Maria J Inpatient surgery Tonianne S Admission Tom M Clinical stay Kathleen T Discharge Mike M Billing Sylvia S Revenue Cycle Management Bruce T N/A N/A Value Stream & Process Ownership ABC Medical Center
  • 28. 28 Karen Martin, President 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com For Further Questions Blog & newsletter:  www.ksmartin.com/subscribe