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The Process Audit and Maturity Model. Kenneth Webber MBA 731 November 5, 2007. Process Reengineering. Processes and Reengineering Processes. Consistency Predictable Control Effective Reinventing the Wheel Constant improvement Changing Business environment. Process Assembly Line. Who - PowerPoint PPT Presentation
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The Process Audit and The Process Audit and Maturity ModelMaturity Model
Kenneth WebberKenneth Webber
MBA 731MBA 731
November 5, 2007November 5, 2007
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Process ReengineeringProcess Reengineering
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Processes and Reengineering Processes and Reengineering ProcessesProcesses
ConsistencyConsistency PredictablePredictable ControlControl EffectiveEffective Reinventing the WheelReinventing the Wheel Constant improvementConstant improvement Changing Business environmentChanging Business environment
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Process Assembly LineProcess Assembly Line
WhoWho TasksTasks Specific OrderSpecific Order LocationLocation CircumstancesCircumstances
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ResultsResults
Removes Non-Value Adding TasksRemoves Non-Value Adding Tasks Reduces ErrorsReduces Errors Reduces DelaysReduces Delays Reduce ad hoc & inconsistently Reduce ad hoc & inconsistently
performed practicesperformed practices
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Questions?Questions?
Did we start with the right thing?Did we start with the right thing? How do we know we are making How do we know we are making
progress?progress? What will the organization look like What will the organization look like
when we are finished?when we are finished?
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Process Audit and Maturity Process Audit and Maturity Model DefinitionModel Definition
Evaluate the existing processesEvaluate the existing processes Evaluate redesigned processesEvaluate redesigned processes Evolutionary ImprovementEvolutionary Improvement Deliver High Performance ProcessesDeliver High Performance Processes A maturity framework for improving an A maturity framework for improving an
organization. organization. Toward mature, disciplined, and Toward mature, disciplined, and
continuously improving development of the continuously improving development of the knowledge, skills, motivation and business knowledge, skills, motivation and business performance. performance.
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Process AuditProcess Audit Process EnablersProcess Enablers
Top Level Process OwnersTop Level Process Owners ImplementationImplementation PerformancePerformance
Enterprise wide CapabilitiesEnterprise wide Capabilities Management Support the ProcessesManagement Support the Processes Employees Value CustomersEmployees Value Customers TeamworkTeamwork Personal AccountabilityPersonal Accountability
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Five Process EnablersFive Process Enablers
DesignDesign
PerformersPerformers
OwnersOwners
InfrastructureInfrastructure
MetricsMetrics
KnowledgeKnowledge SkillsSkills BehaviorBehavior
PurposePurpose ContestContest DocumentationDocumentation
IdentityIdentity ActivitiesActivities AuthorityAuthority
Info SystemsInfo Systems HR SystemsHR Systems
DefinitionDefinition UsesUses
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Process Enabler’s Four Process Enabler’s Four Levels Levels
P1 through P4P1 through P4 Each has a definitionEach has a definition Definition builds on lastDefinition builds on last Above 80% True is Above 80% True is GREENGREEN 20% to 80% is 20% to 80% is YELLOWYELLOW Below 20% is Below 20% is REDRED
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WorksheetsWorksheets
Hammer Evaluating Worksheet
Hammer Assessing Worksheet
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Performers – Skills Performers – Skills
P1 - Performers are skilled in P1 - Performers are skilled in problem solving process problem solving process improvementimprovement
P2 - Performers are skilled P2 - Performers are skilled at teamwork and Self-at teamwork and Self-managementmanagement
P3 - Performers are skilled P3 - Performers are skilled at business decision makingat business decision making
P4 - Performers are skilled P4 - Performers are skilled at change management & at change management & change implementationchange implementation
Hamburger AssemblyHamburger Assembly
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Hamburger Assembly Hamburger Assembly EnablersEnablers
P-1P-1 P-2P-2 P-3P-3 P-4P-4
Design Design
Purpose Purpose
Contest Contest
DocumentationDocumentation
Performers Performers
knowledge knowledge
Skills Skills
BehaviorBehavior
Owner Owner
Identity Identity
Activities Activities
AuthorityAuthority
Infrastructure Infrastructure
Info Systems Info Systems
HR SystemsHR Systems
Metrics Metrics
Definition Definition
UsesUses
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Process AuditProcess Audit
Process EnablersProcess Enablers Top Level Process ownersTop Level Process owners ImplementationImplementation PerformancePerformance
Enterprise wide CapabilitiesEnterprise wide Capabilities Management support the processesManagement support the processes Employees value customersEmployees value customers TeamworkTeamwork Personal AccountabilityPersonal Accountability
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Four Enterprise CapabilitiesFour Enterprise Capabilities
LeadershipLeadership
CultureCulture
ExpertiseExpertise
GovernanceGovernance
TeamworkTeamwork Customer FocusCustomer Focus ResponsibilityResponsibility Attitude Towards ChangeAttitude Towards Change
AwarenessAwareness AlignmentAlignment BehaviorBehavior StyleStyle
PeoplePeople MethodologyMethodology
Process ModelProcess Model AccountabilityAccountability IntegrationIntegration
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Enterprise Capabilities Enterprise Capabilities Four Levels Four Levels
E1 through E4E1 through E4 Each has a definitionEach has a definition Definition builds on lastDefinition builds on last Above 80% True is Above 80% True is GREENGREEN 20% to 80% is 20% to 80% is YELLOWYELLOW Below 20% is Below 20% is REDRED
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Culture - ResponsibilityCulture - Responsibility
E1 – Accountability for E1 – Accountability for results rest with managersresults rest with managers
E2 – Frontline personnel E2 – Frontline personnel begin to take ownership of begin to take ownership of resultsresults
E3 – Employees feel E3 – Employees feel accountable for enterprise accountable for enterprise resultsresults
E4 – Employees feel a sense E4 – Employees feel a sense of mission in serving of mission in serving customers and achieving customers and achieving ever-better performanceever-better performance
Hamburger AssemblyHamburger Assembly
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Hamburger Assembly Hamburger Assembly CapabilitiesCapabilities
E-1E-1 E-2E-2 E-3E-3 E-4E-4
LeadershipLeadership
AwarenessAwareness
AlignmentAlignment
BehaviorBehavior
StyleStyle
CultureCulture
TeamworkTeamwork
Customer FocusCustomer Focus
ResponsibilityResponsibility
Attitude Towards ChangeAttitude Towards Change
Expertise Expertise
PeoplePeople
Methodology Methodology
Governance Governance
Process Model Process Model
AccountabilityAccountability
IntegrationIntegration
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Real Life ExamplesReal Life Examples
MichelinMichelin CSAACSAA Tetra PakTetra Pak ShellShell CloroxClorox
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Take AwayTake Away
Generic Maturity ModelGeneric Maturity Model Doesn’t specify how the processes Doesn’t specify how the processes
should lookshould look Characteristics that any enterprise Characteristics that any enterprise
should haveshould have IncrementalIncremental SimpleSimple
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ReferencesReferences Hammer, Michael, “The process Audit”, HBR, Reprint R0704H, April 2007Hammer, Michael, “The process Audit”, HBR, Reprint R0704H, April 2007
““Beyond CMMI... PEMM”, Gant Head Web site, Posted: April 17, 2007 02:48 Beyond CMMI... PEMM”, Gant Head Web site, Posted: April 17, 2007 02:48 PM,PM, http://www.gantthead.com/blog/Project-Management-2.0/335/http://www.gantthead.com/blog/Project-Management-2.0/335/> (05 Nov 2007)> (05 Nov 2007)
Hammer, Michael, “The 7 Deadly Sins of Performance Measurement”, MIT Hammer, Michael, “The 7 Deadly Sins of Performance Measurement”, MIT SLONE Management Review, Spring 2007SLONE Management Review, Spring 2007
Harmon, Paul Business Process Trends Newsletter, March 2004, Volume 2, Harmon, Paul Business Process Trends Newsletter, March 2004, Volume 2, No. 3 PP1-11No. 3 PP1-11
““Hammer and Company – PEMM”, n.d.,Hammer and Company – PEMM”, n.d.,http://www.hammerandco.com/pemm.asphttp://www.hammerandco.com/pemm.asp, (05 Nov 2007), (05 Nov 2007)
““CIO as Chief Process Officer, Not Strategic Leader”, CEO Insight Web site, CIO as Chief Process Officer, Not Strategic Leader”, CEO Insight Web site, n.d., n.d., http://www.cioinsight.com/article2/0,1540,2191426,00.asphttp://www.cioinsight.com/article2/0,1540,2191426,00.asp, (05 Nov 2007), (05 Nov 2007)