The document provides an overview of the Process Maturity Model (PMM) which is used to guide continuous process improvement. The PMM has five levels which help organizations see "what's next" in their improvement journey. Continual improvement is important for competitiveness, customer satisfaction, and business growth which leads to more jobs.

1. The purpose of this workshop is to provide simple definitions and
help you to setup and use the Process Maturity Model.
The PMM is used to help guide the way to continuous process
improvement. Through its five levels, it helps us to see “what’s
next” in the continuous road to improvement.
Continual improvement is important because, improvement means
competitiveness, and competitiveness means more customer
satisfaction and more business, and more business in turn means
more jobs.
BP – tell me about you, your company, your goals, why you signed
up for this course, what you hope to gain.
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2. How many of you use ISO?
In the auto industry we began a modified ISO called QS9000.
Then it improved into TS16949
FDA, American Bakers
What are you using in your company, industry
the Community Health Accreditation Program (CHAP), the
Joint Commission, DNV, the Accreditation Commission for
Health Care, Inc. (ACHC), the "Exemplary Provider Program"
of The Compliance Team and the Healthcare Quality
Association on Accreditation (HQAA).
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3. Thanks to McDonald Douglas
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4. Thanks to McDonald Douglas
Think about a process in your department, company or agency that
is pretty good, but could be even better.
Take a minute to jot it down. If you think of another as we move
along, jot them down too.
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5. Thanks to Senior Flexonics Ketema
This figure shows the five levels of the model. Each level is a
foundation for the next level. The next level cannot be
achieved until the previous level is solidly in place.
Level 1 provides for the basics of launching an improvement
effort.
Level 2 provides for documentation.
Level 3 provides for standardization.
Level 4 for measurement and analysis.
Level 5 establishes longer term trends of measured
improvement.
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6. Groups beginning at level 1 can make a list of critical
processes.
A process owner can be assigned to each process who is
responsible for improving the process.
A 50,000’ overview or process flowchart helps to document
where the beginning and the end of the process are located.
The process maturity level can then be assessed and
documented.
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7. As we prepare a more detailed deployment flowchart of the
process, customer expectations of the process can be
documented to clarify the forces that are driving the process
and its improvement. (Internal customers too)
McDonald’s french fry salt by whom?
Zapato’s order taker, puller, packer, shipper
Pizza place onion cutter to assembler, oven woman, cash
register window guy.
The guide for how much documentation is needed is the
question, “What will it take to standardize this process and
eliminate variation from how it is executed?” Some processes
may only need a flowchart in order to train people in the
proper procedure. Some processes may need a flowchart,
some written procedures, some written instructions for the
work station (“work instructions”) and some visual job aids to
support consistent operation. (fire extinguisher pictures)
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8. The need to cross-train people in jobs should be taken into account
when answering the above question.
It is important that people who are involved in the process itself
collaborate to document the process as it is performed today.
All documents should be revision controlled. (configuration
management, document control)
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9. Processes at level three have been standardized. This often
involves training everyone who will perform the process.
New people, even temporaries must be trained in the process
before performing it to keep variation at a minimum.
Use of the proper tools and job aids ensures that the job is
performed the same way every time.
A process control plan specifies what will be measured, who
will measure it, and when. “Process Measures” tell you what’s
about to happen in time to prevent or correct the process.
These are different from “Result Measures” which tell you
what happened after it happens.
See the process control plan example at the end of this
guide.
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10. Result = Cycle time to hire
Process = cycle time to get requisition signed, re-write job
description and ad for monster, sort resumes, interview,
background check. Offer, transfer, onboarding
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11. Reduce variability… or to say it
in positive terms… increase
getting it right
Appreciative Inquiry helps us
focus on our positive core: --
Larry Robinson
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13. Analyzing the measures identified in the process control plan
and others as might be needed, level 4 uses these to
determine the actual causes of variation.
There are “special causes” of variation that can be “one of a
kind” things that happen. These are fairly unpredictable, but
their root cause can be found and steps can be taken to
prevent them from occurring. For instance, new hires can be
thoroughly trained to eliminate the variation when a new
person performs a process for the first time.
“Common Causes” of variation are those that are inherent in
a process and are random and cyclic in nature.
Non-value-added steps can often be eliminated at this stage.
A new deployment flowchart and a revised process control
plan should be developed at this stage.
An “improvement action plan” simply specifies the steps that will be
taken to eliminate special causes of variation and to minimize common
causes in order to meet customer requirements.
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14. BP Goal QPC analytical tools:
BP reduce variation is one goal, now we can introduce continuous
improvement goal 10X 59’s
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15. Level 5 is achieved by implementing the improvement action
plans. Over a period of time, positive trends of improvement
are shown on all key measures.
Measureable improvement in “process stability”, the
elimination of special causes, and “process capability”, the
reduction of common causes variation so that the process
performs well within it specifications establishes a strong
improvement trend.
Realized benefits can be reported using the Continuous
Improvement Storyboard at the end of this guide.
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16. This is a sample Process Control Plan form.
The left side is for developing a deployment flowchart
showing who does what tasks and how long the process
takes overall and between steps.
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17. This is an example of a pizza-making process control plan.
Note that the right side of the control plan details the
measures to be used, process and result indicators.
What are your inputs and outputs?
Who are your suppliers and who are your customers?
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18. Here is a storyboard layout that you can use to record and
report your results for each level of achievement.
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19. Here is a map of the various training courses you might
include and how they relate to each other.
You see some courses listed three times because there are
three levels: introduction, intermediate and advanced.
RPM & MAIS are processes that one of my customers
worked on improving.
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20. Sorry this is small
Top left= process name
Next on top=PML = Process Maturity Leader
Bottom left = the 5 levels
Bottom middle responsibilities of the leader and the team
The point is, that you can develop your own tools for keeping
track of things.
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21. Here is another tool you can modify.
We want to link the specific process to a bigger goal the team
-> boss -> company has
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22. Here is a simple example from the Pettit Kitchen
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23. What aspects of this recipe qualify the maturity level of this
process?
Do we at least meet all criteria for level 1?
How about level 2?
Could we train others?
Yes, Ann and I looked over the recipe and agreed this is what
we do. (collaborated).
We had to do a revision to add the part about slowly turning
up the blender speed, after the top blew off and tomato
landed all over the curtains, wall, ceiling and us!
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24. We changed the date when we revised it, so this qualifies as
revision control.
Level 3? I don't thin k so.
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26. For Steps 1 & 2, you will be working alone, evaluate what
stage you are at and then, 3 things you can do to move to the
next stage.
Step 3 will be done in small groups
Step 4 we will all get back together, listen to a few
presentations ask clarifying questions, and offer helpful
suggestions
Step 5 is for you to do back at your office, if you chose.
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