Getting From Understanding to Execution: Making Implicit Processes Actionable & Measurable
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The document discusses different frameworks for understanding and improving organizational performance. It introduces frameworks that take a process view rather than an organizational chart view, looking at the full customer process rather than individual tasks. A three-tier model is presented that separates accountability for tasks, outputs, and outcomes. A process is also defined as having interdependent components that transform inputs to outputs through operations.
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Getting From Understanding to Execution: Making Implicit Processes Actionable & Measurable
- 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]