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A guide to the process model

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Objectives for today….Objectives for today….

Understanding of:Your key business processesKnow customer and stakeholder

needsTools to monitor the health of your

key processes

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Principles of QualityPrinciples of Quality

Ask the Customers

Involve Those who do the

Work

Make Decisions Based on

Data

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Process ModelProcess Model

A way to approach the way we workBegins with customer requirementsInvolves the people who do the

processUses simple tools to develop shared

understanding of what happens in our work processes

Uses data to make decisions

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What is a Process?What is a Process?

A series of steps, tasks or activities that converts “input” into “output”

“Adds value” by changing the input or using it to produce something new

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Components of a processComponents of a process

MaterialsEquipment

Methods

Environment People

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InputInput

Information or product that kicks off the process or causes it to be initiated

Provided by a “supplier”

Suppliers can come from outside or inside your organization

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Output = ResultOutput = Result

Product or service that results from the process

Received by the customer

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Putting it together...Putting it together...

SupplierSupplier CustomerCustomer

Input Output

PROCESS

MethodsEquipmentMaterials

EnvironmentPeople

PartnersPartners

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Example of a ProcessExample of a Process

Input:

Process:

Outputs:

What are your KEY What are your KEY processes?processes?

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Who is the Customer?Who is the Customer?

People who receive the direct output from the process—the next in line

Can be “internal” or “external”Internal customers can use your

output as an input to their work process(es)

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Customer?Customer? or or Stakeholder?Stakeholder?

Stakeholders are the people or groups who care about this process or the output. They may have considerable influence over the process, but are not the direct recipients of the output.

ex: Sponsors, Managers, Legislators, citizens

Who are your KEY customers Who are your KEY customers and stakeholders for each and stakeholders for each process?process?Process:

Customers: Stakeholders:

Process: Customers: Stakeholders:

Process: Customers: Stakeholders:

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Customer RequirementsCustomer Requirements

What customers need, want or expect from your process ex: cycle time, quantity, fitness for use, ease

of use, value Should be obtained directly from the

customersImportance vs. satisfaction: use to identify

opportunitiesFeasibility vs. support: use to select options for

improvement

WhatWhat do you think your key do you think your key customers care about?customers care about?

List some possible attributes: (e.g. timeliness,

accuracy)

WhatWhat do you think your key do you think your key stakeholders care about?stakeholders care about?

List some possible attributes: (e.g. timeliness,

accuracy)

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Obtaining Customer InputObtaining Customer Input

Identify “quality attributes”Solicit inputAnalyze and interpret results

Look for the gaps between customer requirements and what we think they want

Tools to gather customer Tools to gather customer inputinput

Focus GroupsSurveysPhone CallsVisit their work siteInvite real customers in to our work

siteOther:

How do you plan on How do you plan on validating customer validating customer requirements?requirements?

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Flow ChartFlow Chart

Shows the process in pictures Documents the processHelps train or orient new employeesHelps people see opportunities for

streamlining and other improvements

Flow chart your processFlow chart your process

Use these symbols to create a flow chart of your process(es)

Create a symbol for each step in the process

Test your flow chart on a co-worker

Step

Hold/WaitDecision

Several steps

Flow arrow

Start/stop

Flow Chart Tip SheetFlow Chart Tip Sheet

Create a high level flow chart first - no more than 15 symbols

Look for diamonds - decisions. The more decision point you have in your chart, the more complexity there is in it.

Look for circles - hold times. These are easy targets for process improvement.

Create a flow chart hereCreate a flow chart here

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Incorporate RequirementsIncorporate Requirements

After you have been through the validation of customer requirements, ensure you have those elements in the process and output(s)

Use your staff to help you modify the process so that you are meeting the customer needs and requirements

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Building MeasurementsBuilding Measurements

Based on the information collected and validated from your direct customers, create a series of meaningful performance measures to monitor the key requirements from your customers

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MeasurementMeasurement

For example, if your customer cares about timeliness – create a measure or two that will tell you how fast your process is

If they care about accuracy, create measures around percentages of errors found, etc.

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Measurement - continuedMeasurement - continued

Consider how you will display and share this information will all staff and managers

Measures should be created to tell you whether the process is getting better, worse, or whether it is staying the same

Measures can be best expressed by indicating WHAT is to be measured and couple that with the UNIT of MEASUREMENT

For example, documents per week, errors per form, calls per person

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TipTip

It’s important to weigh the cost of gathering the data for a measure with the time and money you have available

It may take you several tries to find some meaningful measures

You should have at least one measure for each key requirement of your customers

What are potential What are potential performance measures for performance measures for this process?this process?

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Expect ResultsExpect Results

Hold managers and staff accountable for results -- ONLY if you paved the way for success

Expect regular communicationProvide a time lineCelebrate and recognize results – no matter what size!

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Results – Dept of RevenueResults – Dept of Revenue

Since Aug 1996: Saved $665,432 in agency funds Saved over 123,003 staff hours (65.6

FTE’s) Generated over $32.6 million in revenue Saved over $4.1 million for others