1. Application Workshop – Session Four June 7, 2011

2. Workshop Agenda Category 2 – Questions Understanding Your “Work System” Category 3 – Process Understanding criteria requirements in order to formulate accurate responses in your application for: Item 3.1 – Value Creation Process Management Item 3.2 – Support Process Management Item 3.3 – Work System Design Item 3.4 – Results/Impact Interim “Assignment” Questions, Next Steps

3. Category 1 Examples Share Food “Application” Link on one-center.com Item 1.1 – pps.1-2, 4-5 Item 1.2 – pps. 22-24 Item 1.3 – pps. 21, 23 Item 1.4 – pps. 3-4 Item 1.5 – pps. 19-20 Item 1.6 – pps. 47-49 (1.5-1 & 1.5-3), 38-41 (1.5-2)

4. Questions – Session Three Category 2 - Principles

5. Session Objectives By the end of the session, participants are expected to: Understand your organization’s work system and how your organization operates from a process rather than structural perspective Understand the criteria requirements for all items in Category 3 – Process Develop initial self-assessment data in key items/areas to address utilizing the ADR continuum Know where to turn for assistance in working on this self-assessment process

6. ONE V Criteria

7. Criteria Overview Leadership System Workforce Engagement Governance Who are our customers? What is our Mission? What Values establish how we operate? What do we want the world we serve to look like (our Vision)? What is our organization’s area of greatest expertise? What is our biggest challenge to success? Customer Engagement Strategic Planning Measurement/Data Work System Design Creating Value Support Systems Mission- Driven Community Impact People Principles Process Organizational Profile

8. Category 3 - Process

9. Understanding Your “Work System”

10. Value Creation, Support “Value Creation” transformation of inputs through application of human resource and process capabilities to create an outcome that provides utility to an end user/customer Value Creation Processes often leverage core competencies and/or key capabilities to produce a desired result/impact that benefits the customers and stakeholders Support Processes are the “infrastructure” required to enable value creation processes to perform – Development, HR, IT, Finance/Accounting, Facilities, etc.

11. Work System – Sharp Health Care

12. SIPOC Diagram – Six Sigma Tool S uppliers I nputs P rocesses O utputs C ustomers

13. SIPOC Diagram – Share Food S uppliers I nputs P rocesses O utputs C ustomers Foundations Corp. Donors Grocers Restaurants

14. SIPOC Diagram – Share Food S uppliers I nputs P rocesses O utputs C ustomers Foundations Corp. Donors Grocers Restaurants Regional food distribution agencies Community

15. SIPOC Diagram – Share Food S uppliers I nputs P rocesses O utputs C ustomers Foundations Corp. Donors Grocers Restaurants Food Cash In-Kind Support Time Volunteers Office Supplies Regional food distribution agencies Community

16. SIPOC Diagram – Share Food S uppliers I nputs P rocesses O utputs C ustomers Foundations Corp. Donors Grocers Restaurants Food Cash In-Kind Support Time Volunteers Office Supplies Food Acquisition Food Distribution Agency Network Coordination Regional food distribution agencies Community

17. SIPOC Diagram – Share Food S uppliers I nputs P rocesses O utputs C ustomers Foundations Corp. Donors Grocers Restaurants Food Cash In-Kind Support Time Volunteers Office Supplies Food Acquisition Food Distribution Agency Network Coordination Quality Food right amount, right place, right time Regional food distribution agencies Community

18. Table Exercise – SIPOC Review Walk your peers at the table through your SIPOC, explaining the rationale behind the key value creation processes identified. Provide your peers with feedback to help them clarify their work system. 10 minutes

19. Share Food – Work System Food Acquisition Food Distribution Network Coordination Foundations Corp. Donors Grocers Restaurants Foundations Corp. Donors Grocers Restaurants Regional food distribution Agencies Community Regional food distribution Agencies Community Customer Service, Finance, HR, IT, Development, Marketing/Communications Governance Leadership Strategic Planning

20. Item 3.1 – Value Creation Processes

21. Items 3.1-1 - Key Value Creation Processes Key Elements Key processes (2-3) - that create tangible value for customers How do these create customer value Role in creating mission impact

22. Items 3.1-2, 1-3 - Key Value Creation Processes Key Elements Improvement - systematic approach to review process performance and identify improvement requirements – how and who Measure/Quantify Effectiveness – data-based process performance tracking/evaluation Process performance, not just process outputs Examples may be cycle time, error rates/rework, cost savings, resource use, etc. – quicker, cheaper, better

23. Item 3.2 – Support Processes

24. Share Food – Work System Food Acquisition Food Distribution Network Coordination Foundations Corp. Donors Grocers Restaurants Foundations Corp. Donors Grocers Restaurants Regional food distribution Agencies Community Regional food distribution Agencies Community Customer Service, Finance, HR, IT, Development, Marketing/Communications Governance Leadership Strategic Planning

25. Items 3.2-1 – Key Support Processes Key Elements Key processes that support value creation processes and the people who execute them

26. Items 3.2-2, 2-3 – Key Support Processes Key Elements Improvement - systematic approach to review process performance and identify improvement requirements – how and who Measure/Quantify Effectiveness – data-based process performance tracking/evaluation Process performance, not just process outputs Examples may be cycle time, error rates/rework, cost savings, resource use, etc. – quicker, cheaper, better

27. Table Exercise – Support Processes Identify the key support processes that would appear on your completed work system diagram. Share this list with your peers for clarification and feedback. 10 minutes

28. Item 3.3 – Work Systems

29. Item 3.3-1, 3-2 – Work System Design Key Elements Leveraging Core Competencies Link back to competencies identified in Organizational Profile Describe your approach to determine if you are fully leveraging the key “capabilities” you have as well as how you keep your capabilities current with changing requirements In-house vs. Outsource How do you decide – who, how, review cycle, etc. Criteria that drive your decisions

30. Table Exercise – Outsourcing Criteria How does your organization decide which processes (value creation and support) will be handled in-house and which will be outsourced? What criteria do you use for these decisions? Share with your peers for feedback 10 minutes

31. Item 3.4 – Results/Impact

32. Item 3.4-1 – Results/Impact – Value Creation Processes Key Elements Levels and Trends Quantification of how well you do your work, not just how much work you do Measures identified in 3.1-3 Examples may be cycle time, error rates/rework, cost savings, resource use, etc.

33. Item 3.4-2 – Results/Impact – Support Processes Key Elements Levels and Trends Quantification of how well these processes perform – effectiveness and/or efficiency Measures identified in 3.2-3 Examples may be cycle time, error rates/rework, cost savings, resource use, etc. How do you measure effectiveness of outsourced processes?

34. Questions

35. Interim Assignment

36. Preparation Process Complete your self-assessment work based on Categories 1-3 Compile “data” for Organizational Profile Identify your criteria questions – related to both understanding and response content Review the Share Food case study application E-Mail your questions to jim@one-center.com by June 16 so that we can address them directly in the session on June 21jim@one-center.com

37. Next Session – June 21 Preparing Your Application

38. Application Workshop – Session Four June 7, 2011