PROCESS MANAGEMENT These slides are intended to help explain to a group the nature of process management and what it involves in practice. It starts with two slides that reflect the role of process management in terms of the six Ps, and then breaks this down into a number of specific responsibilities. Also see the slide set on Process Ownership. 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 each slide builds, and you are clear on the points you wish to make with them

Local Targets & Objectives Process Owner & Process Team PROCESS MANAGEMENT Local Targets & Objectives Process Owner & Process Team Measures Improvement Projects Internal & External Customers Process 19

THE MANAGER’S ROLE IN PROCESS OWNERSHIP You are responsible for demonstrably: Ensuring the needs and issues of all your Customers are clearly defined and understood, and that your people are systematically finding new ways to serve them better Establishing a common value set, and building real commitment to clear targets for the improvement of your process’ performance Developing your people’s abilities and attitudes in a planned and productive manner, through a clearly defined programme of challenges, experiences, team involvement, and training Ensuring all the processes which effect performance are responsibly developed and designed , using methods which aid collective involvement and disciplined thinking Ensuring process performance is measured objectively using trends and gap analysis to drive a disciplined approach to solving current or potential performance issues Developing plans to monitor and improve all of the above, and to achieve attainment of the higher levels of the cultural spectrum. And delivering clear business benefits as a result of the above. (are you up to it?) This slide provides a more prescriptive definition of what is required for successful process ownership.

PROCESS MANAGEMENT – THE STEPS How are we going to ensure it happens? Consistently! Understanding the process: Measure current performance against targets Hold I/O discussions develop a process map Create a local QFD Put management in place: Create a schedule of meetings and reqd. preparation Produce and maintain a process quadrant chart Drive performance: Prioritise performance deficiencies for attention Address deficiencies through disciplined methods Regularly review/address progress Coach and support staff This slide is essentially an agenda for the next nine slides, which provide a prescriptive expectation of what each process owner/team will do to successfully implement process ownership in their area of responsibility. The next nine slide prescribe actions for each of the bullet points on this slide.

MEASURE CURRENT PERFORMANCE AGAINST TARGETS Each process will: Establish clear and practical routines for measuring their performance Regularly collect and review performance data Collate the data into time-based graphical form reflecting the trend of performance against target and against forecast

HOLD I/O DISCUSSIONS AND DEVELOP A PROCESS MAP Each process will: Resolve any I/O (Input/Output) questions with its customer and supplier processes Develop a process map, reflecting clearly how it fulfils its role Correct any clear nonsenses and clarify any points of confusion or obvious risk Keep the map updated with any subsequent change Use the map to help understand performance issues and the knock-on implications of proposed changes

CREATE A SCHEDULE OF MEETINGS AND REQUIRED PREPARATION Each process will: Create a schedule of regular monthly meetings to review process performance Ensure that these are timed to provide most benefit to the company management meeting (e.g. recent data and analysis but with time to read it beforehand) Clarify who is to attend these meetings with the process owner, and why Ensure the schedule of performance measurement provides the meeting with relevant and timely information Clarify roles and responsibilities to ensure the meeting and preparation are effective and efficient

PRODUCE AND MAINTAIN A PROCESS QUADRANT CHART Each process will (on a monthly basis): Produce a quadrant chart Quadrant Chart Reporting Trend How are we faring against these? Analysis What is at the root of our perform- ance issues? Actions What is our plan for correcting things? Performance What are our agreed performance targets?

PRIORITISE PERFORMANCE DEFICIENCIES FOR ATTENTION Each process will: Develop a complete picture of the current shortfalls from target and customer expectations Prioritise these according to their urgency and their importance to the business Schedule their resources to ensure that the targets are met within appropriate timescales Update the forecast lines on their quadrant chart to reflect these schedules

ADDRESS DEFICIENCIES THROUGH DISCIPLINED METHODS In tackling performance issues, each process will: Ensure everybody has a shared view of the problem or issue Focus in identifying the real cause before leaping to solutions Ensure a range of possible solutions is considered Balance quick fixes with longer term improvement plans Ensure that the implementation is properly managed as a project Ensure the solution is evaluated and its effectiveness monitored Bolt the solution into the day-to-day management routines Profile Root Cause Options Balance Launch Evaluate Maintain

REGULARLY REVIEW/ADDRESS PROGRESS Regular process management meetings will: Review performance against the top level measures and targets Review progress on current strategies and problem solving Review progress against (high profile) actions from previous meetings List current issues from the above (and prioritise focus therein) Identify and assign actions to address the issues Wrap-up & review the meeting to improve its working Clear objective and compre-hensive picture Analysis & action

COACH AND SUPPORT STAFF Each process owner will: Schedule regular one-to-one meetings with their process team members Objectively review their performance with them, and their approach to delivering that performance Understand their current aspirations and issues Establish clear goals for improvement and identify how this can be achieved Agree the support (if any) to enable them to do this Keep notes to enable subsequent coaching sessions to be more efficient and focused Expect their people to do the same for their direct reports