1. © Tesseract Management Systems / Managing by Design / 2002 - 1 DEFINING PROCESSES FOR THE ORGANISATION These slides are intended to support a group through an exercise to develop a process model for their organisation. They reflect two different ways to draw out the model – one radical, and the other incremental. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how the slide works, and you are clear on the points you wish to draw out with it.

2. © Tesseract Management Systems / Managing by Design / 2002 - 2 The first five slides provide a basis for getting the group to understand the value of developing a process model

3. © Tesseract Management Systems / Managing by Design / 2002 - 3 ROLE OF ORGANISATIONAL DEVELOPMENT Our Organsation M M M M M Managers Role Unclear Managers Role Clearly Defined (or at least developed) M M M

4. © Tesseract Management Systems / Managing by Design / 2002 - 4 THE ROLE OF ORGANISATION DEVELOPMENT Process A Process B Process C Process D Process E M M M M M Managers Role Becomes More Clear Managers Role Clearly Defined (or at least developed) M M M

5. © Tesseract Management Systems / Managing by Design / 2002 - 5 PROCESS OWNERSHIP IN CONTEXT Process A Process C Process E Management Team Right First Time Owner

6. © Tesseract Management Systems / Managing by Design / 2002 - 6 PROCESS OWNERSHIP Process Internal & External Customers Local Targets & Objectives Process Owner & Process Team Improvement Projects Measures

7. © Tesseract Management Systems / Managing by Design / 2002 - 7 WHAT DO WE GAIN BY HAVING A LOGICAL PROCESS MODEL? What are the advantages? How could we use it if we had one? What would it enable us to do?

8. © Tesseract Management Systems / Managing by Design / 2002 - 8 The next two slides look at a way to generate a process model from first principles. This approach requires that you have three or four sets of post-it notes which have listed on them the main activities of the organisation (typically between 50 and 200 post-it notes). These can be generated either by splitting the group into syndicates to list the activities in separate areas of the business, and then bringing the list together and duplicating it onto four sets of post-it notes, or by generating the list in plenary.

9. © Tesseract Management Systems / Managing by Design / 2002 - 9 UNDERSTANDING OUR PROCESSES In your syndicate groups, take the post-it notes and, using the affinity approach group the activities into sensible process groups. When silent grouping has settled down, discuss the process model which you have generated, and determine suitable ‘summary statements’ for each of the groups - ideally using verbs & nouns. Having done this, or maybe during this, you may make further movements of post-it notes to refine your process model – by discussion you may choose to split or regroup ‘processes’ to develop new ways of looking at our organisation Be prepared to present back your model, and its underlying logic, to the group

10. © Tesseract Management Systems / Managing by Design / 2002 - 10 UNDERSTANDING OUR PROCESSES For each of the models presented back What are the advantages of the model? What are the disadvantages? Which is the preferred model to work with this year? Are there any refinements which might make it more useful? (Reflect on the listed advantages of some of the other models) Are we all willing to work with this model?

11. © Tesseract Management Systems / Managing by Design / 2002 - 11 The last nine slides outline the more common approach of adapting and developing an existing process or organisational model.

12. © Tesseract Management Systems / Managing by Design / 2002 - 12 PROCESS FOR AGREEING OUR PROCESSES Initial Model Defining the Processes Refining the Processes Adjusting the Processes (Affinity Diagram) Next Steps Address New Market Areas Build Customer Loyalty Develop Winning Products Reduce Lead Times Improve Resource Utilisation Reduce Costs of Poor- Quality Improve Economy of Materiel Supply Product Design and Development Product Supply and Distribution Novel Research and Science People Resource Development Facilities and Asset Management Customer Support and Development Material Provision and Control 3 5 4 2 3 4 1 Wt. ToR

13. © Tesseract Management Systems / Managing by Design / 2002 - 13 PROCESS OWNERSHIP Our Experience Process Ownership goes wrong where: they are not related to day-to-day priorities they are not part of someone’s job they are seen as abstract or an add-on they are seen as a project for a committee Therefore Process selection is critical to success. Processes should be pragmatically defined so that they can be: tied into real (individual) responsibilities separate, fully manageable, aspects of the business the sole basis for (performance) management

14. © Tesseract Management Systems / Managing by Design / 2002 - 14 STARTER FOR TEN Based on previous model Pragmatic units of responsibility Useful for beginning the thinking Allows us to assimilate the learning from last year Should be a complete model Divides up so we can work on it here Can be changed easily after the initial sessions (Providing result reflects the learning points)

15. © Tesseract Management Systems / Managing by Design / 2002 - 15 STARTER FOR TEN Process name 1 Process name 2 … Proposed allocation for the purposes of thinking them through in this workshop: Person 1 Person 2 …

16. © Tesseract Management Systems / Managing by Design / 2002 - 16 PROCESS DEFINITION (1) What for you are the key activities or responsibilities of this process (c 10-15) As it is effected currently? As you believe it should be effected? Do these reflect what is needed of this process if the organisation’s objectives are to be achieved? What else does the process need to deliver? How can it help to stack the deck? Write one idea per Post-It note, clearly so it can be read from a distance Stick the notes under your process heading.

17. © Tesseract Management Systems / Managing by Design / 2002 - 17 PROCESS DEFINITION (2) Look carefully at the activities/responsibilities/ deliverables defined under each process Do not move or amend them Think through what might be missing Are there any other things that could be done in/by this process to ensure the objectives? Are there any other things that could be done to ensure the objectives - even where this does not fit a process? Write any further activities/responsibilities/ deliverables on separate Post-It notes and stick them under the relevant processes (or separate)

18. © Tesseract Management Systems / Managing by Design / 2002 - 18 PROCESS DEFINITION (3) Reflect on the overall picture Are there any areas of duplication? Are there better allocations/alignments/synergies that may be made? In silence (using the rules of Affinity Diagrams) Move the post-it notes, one at a time, to where you feel they are best placed Stick to the current process groups at present Make groups of similar activities within each process Differentiate/split Post-Its that reside in two processes

19. © Tesseract Management Systems / Managing by Design / 2002 - 19 PROCESS DISCUSSION Are there any areas of conflict still to be resolved? Are we happy to commit to work with the final picture? In its entirety? With certain processes but not others? Do we want a free hand at regrouping the problem areas?

20. © Tesseract Management Systems / Managing by Design / 2002 - 20 IF THERE IS DISPUTE ON THE PROCESSES... Each proposal will be presented in turn. The proposer will make a brief argument as to why they feel proposal should be accepted. The group will present an initial show of the ‘Yes’, ‘No’ cards to indicate their current agreement. By invitation, the arguments for and against its acceptance will be heard in turn until the group is comfortable that all the main arguments have been heard and understood by themselves and their colleagues. The group will confirm that it will be happy to abide by the majority viewpoint at this time. A final show of the ‘Yes’, ‘No’ cards will be taken.