Implementing Business Excellence in Your SME - for maximum returns!

1. Mark Rehn Business Excellence for SMEs Implementing Business Excellence in Your SME - for maximum returns! Prepared by Dr Mark Rehn Mark Rehn Business Excellence Pty Ltd Mob: +61 438 585 009 Email:markrehn@bigpond.net.au Web:www.markrehnbusinessexcellence.com

2. The world’s converging Business Excellence frameworks all share the following five fundamental prerequisites for business excellence Chuan and Soon “A detailed trends analysis of national quality awards world-wide” Total Quality Management, V11, No.8, 2000, p.1065-1080 2

3. We have found that the common organisational weaknesses relative to this framework are as follows… Prerequisite Common Weakness Mark Rehn Consulting Services 3

4. Leadership is different from management and we all need a balance of the two Leadership Management Deals with the emotions of change Deals with the complexities of change • Conceptualising, visioning • Sharing strategic direction • Empowering, motivating, inspiring, energising, coaching • Exemplifying desired behaviours • Bringing order and consistency • Planning, budgeting • Organising, staffing, delegating, controlling • Problem solving • Improving processes 4

5. Leadership style, both individual and collective, has a huge impact on the induced behaviour of employees and so our top leadership team needs a collective leadership style more to the right hand side of this spectrum Leadership Style Director Hero Coach Enabler Does to others Does for others All knowing provider Does with others Expert and teacher Does through others Facilitator and mentor Master Unquestioning followers Follow the rules Passive recipients Step aside Learning participants Apply the learning Self learners; Self starters Find new ways Induced Behaviour Myron Tribus 5

6. Strategic planning must be simple enough to be widely shared – and must have a process focus for best results (since all work is done through processes) Q3: How? Actions Note: Actions should deliver each Objective in full! Actions which address once-off processes: Use (linear!) Project Management methodology Actions which address repetitive processes: Use (circular!) Process Improvement methodology + Q2: Where? Objectives (≤7) Q1: Now? Planning period (typically 3 years) 6

7. The‘coat-hanger’model enables rapid cascading and sharing of strategic direction down and across large SME organisations – with the same format and language at every level to best achieve vertical and horizontal alignment! Vision*, Role, Process Model, Objectives, KPIs, Actions Vision*, Role, Process Model, Objectives, KPIs, Actions DIVISIONS Top down development of strategy for alignment and buy-in! Vision*, Role, Process Model, Objectives, KPIs, Actions DEPARTMENTS *common to all levels Personal Performance Indicators (PIs) and Personal Development Plans (PDPs) with ‘line of sight’ alignment to all the above Strategic Plans! 7

8. Since all work is done through processes (including strategy execution), high level process modelling of the organisation is essential to target the Key Processes for improvement • This tends to be the least understood and the least managed aspect of business performance • It represents a wealth of largely untapped potential for any organisation seeking excellence! Rummler and Brache 8

9. A process is a sequence of Activities to convert Inputs into Outputs and perceived Outcomes for the internal or external customer – all work is done through processes! Outcomes (Customer Perceptions) Outputs Inputs Activities Outputs Process! 9

10. Our entire work system is comprised of multiple processes which deliver goods and services to our customers The effectiveness and efficiency of these processes can be improved dramatically by our own people provided we give them the opportunity! Process design and improvement is important for two reasons 10

11. Key Business Processes serve external customers, and fulfil the organisation’s clinical Role (i.e. what we do for a living!), for example: ROLE: (Level 0 process)We design and construct heavy engineering steel structures for Australia and Pacific Rim countries. Position the business Develop the client relationship 5 Win a job Do the job Collect the money and pay the bills 1 2 3 4 Key Business (external customer; Level 1) Processes 11

12. In addition, globally ubiquitous Key Support Processes for the internal customers enable the Key Business Processes to be executed brilliantly Our ROLE: (Level 0 process)We design and construct heavy engineering steel structures for Australia and Pacific Rim countries. Position the business Develop the client relationship 5 Win a job Do the job Collect the money and pay the bills 1 2 3 4 Key Business (external customer; Level 1) Processes 6 Provide a safe and upskilled workforce (Level 2 processes) 7 Measure performance and provide feedback 8 Manage financial resources 9 Design and improve processes 10 Capture and leverage knowledge 11 Govern and plan the business 12 Provide enabling IT support Key Support (internal customer; Level 1) Processes 12

13. The Process Manager role is crucial Be the senior person in the organisation responsible for the design, understanding and health of the assigned Key (Level 1) Process – for the entire organisation! Supported by the CEO, champion continuous process improvement Select one (preferably!) or more Key Performance Indicators (KPIs) for the operational health of the process, and regularly monitor the KPI trends Sponsor process improvement projects as a result of KPI under-performance, employee suggestions, customer complaints, perceived process weaknesses etc Ensure that adequate Quality Assurance (i.e. the wedge! – see p 39) is in place to guarantee on-going exemplary execution of the improved process Arrange succession (temporary or permanent) when unable or unwilling to fulfil this part-time role for any reason 13

14. A Process Manager should be assigned to each Key Process - public sector SME example: Our ROLE: (Level 0 process!) We manage environmental and geographic information for access by Government and the wider community. Deliver environmental and geographic information products and services(PL) Manage the development and integration of all environmental and geographic information of the Agency ready for delivery(AG) 3 Undertake environmental analysis for government and private sector clients(AJ) Position the Business (AP) 4 2 Focus the State’s environmental education services(GY) 1 5 Key Business (external customer; Level 1) Processes 6 Provide a safe and upskilled workforce (BC) (Level 2 processes) 7 Measure performance and provide feedback (BJ) 8 Manage financial resources (AW) 9 Design and improve processes (KS) 10 Capture and leverage knowledge (CM) 11 Govern and plan the business (PG) 12 Provide enabling IT support (AF) Key Support (internal customer; Level 1) Processes The Process Manager for each Key (Level 1) Process is indicated in brackets 14

15. Agreeing which Key Business Processes are most broken identifies Process Reengineering projects which must be included in the Strategic Plan because of their strategic impact! Our ROLE: (Level 0 process!) We manage environmental and geographic information for access by Government and the wider community. Yr 1 Yr 2 Deliver environmental and geographic information products and services(PL) Manage the development and integration of all environmental and geographic information of the Agency ready for delivery(AG) 3 Undertake environmental analysis for government and private sector clients(AJ) Position the Business (AP) 4 2 Yr 3 Focus the State’s environmental education services(GY) 1 5 Key Business (external customer; Level 1) Processes 6 Provide a safe and upskilled workforce (BC) (Level 2 processes) 7 Measure performance and provide feedback (BJ) 8 Manage financial resources (AW) 9 Design and improve processes (KS) 10 Capture and leverage knowledge (CM) 11 Govern and plan the business (PG) 12 Provide enabling IT support (AF) Key Support (internal customer; Level 1) Processes Note: The 7 Key Support Processes have already been reengineered (many times over), and the results are in the public domain – ready to be ‘retrofitted’ to your SME 15

16. Here is a further SME example of a 1-page Process Model – this time for a small Electrical Utility Our ROLE: (Level 0 process)We develop, generate and trade renewable energy for the people of our island. Manage energy stakeholder and regulatory relationships (LM) 10 Position the business in the market-place (AB) Acquire, develop and maintain energy resources (CD) Develop energy asset strategy (DE) Plan energy capital works (EF) Deliver energy capital works (GH) Generate and transmit energy (IJ) Trade energy (JK) Collect revenue and pay third party expenses (KL) Forecast energy demand and supply (BC) 2 3 4 5 6 7 8 1 9 Key Business (external customer; Level 1) Processes 11 Provide a safe and upskilled workforce (MN) 12 Measure performance and provide feedback (NO) 13 Manage financial resources (OP) 14 Design and improve processes (PQ) 15 Capture and leverage knowledge (QR) 16 Govern and plan the business (RS) 17 Provide enabling IT support (ST) Key Support (internal customer; Level 1) Processes The assigned Process Manager for each Key (Level 1) Process is indicated in brackets 16

17. The most important process variable to get under control in any business is Cycle Time (not cost!) • …the average calendar time taken to complete any process while exceeding customer expectations • Measured and managed by the experts – the process participants • Today’s customers want “the right stuff FAST”! 17

18. Cycle time is most important since poor process performance anywhere results in wasted sub-sets of overall cycle time – and costs are cycle-time dependent • Waiting time • Rework time • Extra inspection time • Fire-fighting time • Extra transport time • etc 18

19. Any organisation which is not structured along process lines to minimise horizontal and vertical ‘hand-offs’ will suffer over-extended Cycle Times, excessive costs, and lack of customer responsiveness Customer Request Goods / Services …as time gets lost in the ‘white space’ between organisational units and layers. Remember: Today’s customers want “the right stuff FAST”! Xerox 19

20. The Process Model leads to an organisational structure with minimal hand-offs and hence minimal Cycle Times – for example (refer earlier public sector Process Model p 14): Organisational DesignPrinciple: Wherever possible, the execution of every Key Business Process (green) and Key Support Process (blue) is entirely (i.e. endtoend) under the control of one manager 20

21. What is your ROLE and what are the Key Business (external customer;Level 1) Processes for your organisation? ROLE: We ….. ? (Process Manager) ? (Process Manager) ? (Process Manager) ? (Process Manager) ? (Process Manager) ? (Process Manager) 5 4 6 ? (Process Manager) 1 2 3 7 Key Business (external customer; Level 1) Processes Limit the total number of Key Business Processes to 5-12 – in series or in parallel or both! 21

22. The ‘should be’ Level 2 processes (approximately 6-8) for each Key (Level 1) Process can now be developed in the right (best practice) sequence ? (ProcMgr) ? (ProcMgr) ? (ProcMgr) ? (ProcMgr) EgPosition the Business (ProcMgr) • Review and refine targeted market segments and relative competitive positioning • Develop branding imagery (for correspondence, reports, presentations, newsletters, tradeshows and website) • Identify key stakeholder groups (including customers) for which a tailored positioning strategy is warranted • For each targeted stakeholder group, develop key positioning messages and associated communication collateral • Deliver the messages to the targeted groups via optimal communication channels • Develop the relationships with external stakeholders and customers • Use market feedback to refine the overall positioning strategy Level 2 processes in the right sequence! Always use the international standard ‘verb + noun’ language (eg PositiontheBusiness) to specify every process at every level (including Levels 3, 4 etc)! 22

23. What are the Level 2 processes (approximately 6-8) for each of your Key Business (Level 1) Processes? ? ? ? ? EgPosition the Business (ProcMgr) • ? • ? • ? • ? • ? • ? • ? Level 2 processes in the right sequence! Always use the international standard ‘verb + noun’ language (eg PositiontheBusiness) to specify every process at every level (including Levels 3, 4 etc)! 23

24. What are the Level 2 processes for‘Provide a safe and upskilled workforce’? (These draft suggestions are based on generic best practice – refer APQC.org – but should be tailored to suit your organisation) • Identify strategic HR needs and develop and communicate overall HR strategy • Develop and administer HR policies • Develop and communicate HR plans for organisational structure, recruitment, Occupational Health and Safety, development, compensation and benefits, succession and diversity • Develop strategy for HR IT support • Design, acquire/construct and dispose of property • Recruit, source, select and induct employees • Develop and counsel employees • Manage Occupational Health and Safety of employees • Reward and retain employees • Provide payroll and other essential people support services for existing staff • Re-deploy and retire employees • Manage employee information • Manage employee communication Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 24

25. What are the Level 2 processes for‘Measure performance and provide feedback’? (These draft suggestions are based on generic best practice – refer APQC.org - and should be tailored to suit your organisation) • Identify and agree the minimum number of KPIs for all the Objectives of the Strategic Plan plus any ‘cascaded’ versions for organisational units • Identify and agree the minimum number of KPIs for all the Key Processes of the Process Model plus any ‘cascaded’ versions for organisational units • Determine the formula, input data, measurement frequency, baseline and target values for each KPI • Design and implement mechanisms to capture, monitor, and feed back the KPI data at agreed frequencies to the agreed target audiences • Driven by the relevant KPIs, choose aligned employee performance measures for the immediate 12 month period • Regularly appraise individual and team performance against the agreed measures Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 25

26. What are the Level 2processes for ‘Manage financial resources’? (These draft suggestions are based on generic best practice – refer APQC.org - and should be tailored to suit your organisation) • Perform financial planning and management accounting • Perform revenue accounting • Perform general accounting and reporting • Manage fixed assets from a financial perspective • Process payroll • Process accounts payable and expense reimbursements • Manage treasury operations • Manage internal financial controls • Manage taxes Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 26

27. What are the Level 2processes for ‘Design and improve processes’? • Agree and maintain the complete Process Model – with part-time Process Managers • Agree priority Key Business Processes to be reengineered over the next 3 years (max 1-2 per annum) • Train Process Managers in their critical part-time role • Prepare a Project Brief for each Process Reengineering or Fast Process Improvement project (Process Managers) • Select and train in-house, part-time facilitators for Process Reengineering projects • Train all employees in Fast Process Improvement via the PDCA cycle plus Quality Assurance (QA) Wedge (1-day training session per employee in groups of 20) • Undertake each Fast Process Improvement project and Process Reengineering project via a facilitated and representative team • Document the improved process using SmartDraw® or similar software and ensure employee compliance with the resultant Quality Assurance (QA) Wedge • Celebrate project results and accumulate the estimated net benefits of all completed projects • Obtain / Maintain ISO certification for the overall approach to continuous process improvement via the PDCA cycle plus the QA Wedge Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 27

28. What are the Level 2processes for ‘Capture and leverage knowledge’? • For each Key Process… • Identify critical knowledge required and by whom • Capture, store and share this knowledge linked visually to the process flows - using SmartDraw, Visio, iGrafx or similar software • Design and maintain mechanisms to regularly review and update the process knowledge, culling that which is out of date • Recognise contributions to the development of process knowledge • Overall… • Create and maintain the specification for the knowledge management system, featuring SmartDraw, Visio, iGrafx or similar as the web-enabled process-oriented software to link process flows directly to the knowledge required by process participants • Regularly review and improve the knowledge management system, driven by the outcomes of each process improvement activity Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 28

29. What are the Level 2 processes ‘Govern and plan the business’? (These draft suggestions are based on generic best practice – refer APQC.org - and should be tailored to suit your organisation) • Develop / Maintain a 3-year Strategic Plan on an annual ‘roll forward’ basis, incorporating risk mitigation initiatives in the Action Plans • Assess operational risks and take appropriate action to mitigate them • ‘Cascade’ the Strategic Plan to form aligned 1-year Business Plans plus Capex and Opex Budgets for all organisational units • Monitor progress towards the Strategic Plan and Business Plans / Budgets • Via the KPIs for the agreed Key Processes, monitor the organisation’s operational health and trigger process improvements • Ensure adherence to all regulatory requirements • Optimise the organisational structure for minimum process cycle times • Conduct regular meetings of key stakeholders to effectively govern the business on an ethical and community-sensitive basis Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 29

30. What are the Level 2 processes ‘Provide enabling IT support’? (These draft suggestions are based on generic best practice – refer APQC.org - and should be tailored to suit your organisation) • Design and maintain the long-term enterprise architecture for IT, developed as a set of 3 interrelated views (Information; Technology; Applications) – all aligned to and driven by the Key Processes • Arrange IT participation in all Process Reengineering project teams • Work collaboratively with organisational units to formulate and maintain the 3-year IT strategic plan to best enable their Business Plans • Create and market a service catalogue for IT users featuring user-process-oriented terminology • Manage the planned portfolio of IT projects and undertake top priority new projects • Operate, manage and maintain existing IT systems, applying operational governance frameworks and standards • Manage supply of and demand for IT resources • Track and report on the value of IT to the business Provide a safe and upskilled workforce (Process Manager) Measure performance and provide feedback (Process Manager) Manage financial resources (Process Manager) Design and improve processes (Process Manager) Capture and leverage knowledge (Process Manager) Govern and plan the business (Process Manager) Provide enabling IT support (Process Manager) 30

31. Since every employee needs to know your Strategic Objectives ‘off by heart’ in order for them all to make consistent business decisions every day, the Strategic Plan must be simple, brief and extremely visual! • Typically for a 3-year planning period • Driven by your emotional, long-term Vision (i.e. for at least twice the planning period) • Less than 7 strategic Objectives all up! • At least 1 strategic Objective in each of the four ‘Balanced Scorecard’ perspectives* (Finance; Customer; Process; People & Infrastructure) • Standard wording for the Finance and Process strategic Objectives! • All the above on 1 page! Kaplan & Norton: “The Strategy Focused Organisation” 2002; Mark Rehn Consulting Services 31

32. Example of 1-page, 3-year Strategic Plan via the 4 Balanced Scorecard perspectives Our VISION:To become a viable international business Finance F1 Achieve sustainable, profitable growth (MN) Customer C1 C2 Broaden our product range to address emerging global fashion trends (GC) Target and develop offshore business for the ‘under 25’ market segment in SE Asia (PA) Process • Reengineer the following Key Business Processes (refer 1-page process model): (KS) • Position the business (Year 1) • Develop and introduce new products (Year 2) • Integrate targeted acquisitions (Year 3) P1 People & Infra- structure Modify our collective leadership style to empower our people to pursue continuous process improvement (BC) Realign our reward and recognition system to suit this Strategic Plan (AW) Redesign and implement our new organisational structure along process lines to reduce overall Cycle Times (AW) PI3 PI1 PI2 L2 The‘Objective Owner’= person with overall accountability for achieving each Objective is indicated in brackets - Team Leaders for Actions (see later) report on progress to these people. Arrows between Objectives indicate the cause and effect relationship between them. 32

33. Your 1-page, 3-year Strategic Plan via the 4 Balanced Scorecard perspectives Our VISION:? Finance F1 Achieve sustainable profitable growth (??) Customer C2 C1 ?? (??) ?? (??) 1-3 Customer Objectives! (C1, C2, C3) Process • Reengineer the following Key Business Processes (refer 1-page Process Model): (??) • ??(Year 1) • ??(Year 2) • ??(Year 3) P1 People & Infra- structure PI3 PI1 PI2 ?? (??) ?? (??) ?? (??) L2 1-3 People & Infrastructure Objectives! (PI1, PI2, PI3) The‘Objective Owner’= person with overall accountability for achieving each Objective is indicated in brackets - Team Leaders for Actions (see later) report on progress to these people. Arrows between Objectives indicate the cause and effect relationship between them. 33

34. What 1-2 measures (preferably just one!), baselines and targets will enable your organisation to be certain that each Objective is being achieved over the planning period? Delete row(s) to match the chosen ≤ 7 strategic Objectives of your 1-page Strategic Plan 34

35. What 3-11 Actions, Timings [eg Sep/13-Nov/13] and Team Leaders [individuals!] are required to deliver each Objective in full by the end of the 3-year planning period? – one page per Objective For example for Objective C1… Delete row(s) to suit the number of Actions considered necessary to deliver this Objective in full over the 3 years 35

36. Since all work is done through the Key Processes, the source of all operational KPIs is the agreed1-page Process Model – again for a construction company… ROLE: (Level 0 process): We design and construct heavy engineering steel structures for Australia and Pacific Rim countries. Position the business (AB) Develop and maintain the client relationship (FG) 5 Win a job (CD) Do the job (DE) Collect the money and pay the bills (EF) 1 2 3 4 Key Business (external customer; Level 1) Processes 6 Provide a safe and upskilled workforce (MN) 7 Measure performance and provide feedback (NO) 8 Manage financial resources (OP) 9 Design and improve processes (PQ) 10 Capture and leverage knowledge (QR) 11 Govern and plan the business (RS) 12 Provide enabling IT support (ST) Key Support (internal customer; Level 1) Processes The question to be asked for each Key Process is: What KPI(s) must we choose and monitor in order to convince ourselves that this Key Process is healthy? 36

37. What KPIs will therefore be used to monitor the operational health of the organisation over the next 12 months? 37

38. If processes are to improve dramatically, mind-sets must be altered From To “It will never work” “We tried that in ‘56” “Our people couldn’t handle it” “We’ve always done it this way” Set aggressive targets Kill sacred cows Throw out existing rules Think laterally and be adventurous 38

39. The ‘Wheel of Progress’ for process improvement of repetitive processes has four quadrants, and has been applied for approximately 90 years around the world with amazing results Act Plan Check Do BIG-STEP (Process Reengineering) Organisational Performance QAWedge (ie Document; Train; Measure; Celebrate) Small-step (Fast Process Improvement) Time The team that does the PDCA Wheel must also do the QA Wedge – to avoid a damaging hand-off! Aptech Australia 1983 39

40. The full PDCA cycle for process improvement (both Small and BIG!) has ten logical, simple steps Understand project 1 Analyse process and measure current performance 2 3 Determine root causes of process variation Standardise (QA wedge) 10 Analyse performance data for process capability A P 4 C D 5 Develop promising solutions 6 Select trial solution 9 7 Plan implementation Monitor success of trial 8 Implement the plan Walter Shewhart, 1926 40

41. The PDCA Cycle is still the world’s simplest and most popular problem-solving technique for process improvement • Is team-based • Identifies root causes of process problems • Precludes premature and inappropriate conclusions • Locks in improvements via the QA wedge (in the Act quadrant) P A C D Walter Shewhart, 1926 41

42. Unfortunately and in spite of the great net benefits realisable, only about 4% of organisations today are actively using the PDCA Cycle + QA Wedge to make permanent improvements to their processes! • Many CEOs remain ignorant of the technique and its potential impact – because they were never exposed to it as part of their formal education • Hence they don’t encourage their employees to apply the technique in solving their organisation’s problems • For the same reason, the vast majority of today’s employees default to the traditional linear technique of Project Management as the only way to solve a business problem – whereas the world’s high performance organisations have known for 90 years that the PDCA Cycle + QA Wedge is far more effective and efficient for improving repetitive processes • This is particularly worrying for our economy because executing repetitive processes constitutes > 90% of the average employee’s working day! • In view of the above, it is ironic that training an employee in how to do Project Management properly takes at least 10 times longer than the single day required to train them properly in the Fast Process Improvement technique! P A C D 42

43. Standard and simple problem solving tools and techniques help with PDCA Cycle steps, for example: Flow Chart Pareto Chart A recommended reference set of 34 standard “Tools & Techniques for Problem Solving and Innovation” is available as software (Australian) from Insight Outsight (www.insightoutsight.com.au) as a low cost‘desk-top coach’for all employees Run Chart Histogram Control Chart Cause & Effect Diagram 43

44. A Process Reengineering (BIG STEP) project is strategic and has major ramifications, typically changing… • Roles and responsibilities • Skills • Organisational structure • Information systems and technologies • Measurement, reward and recognition systems • Shared values and behaviours 44

45. In an adaptive, progressive organisation, every employee has two roles… • Working in the system (85% of their time on average) • and • Working on the system (15% of their time on average) • (identifying and eliminating causes of process variation) In highly competitive environments, any employees not willing to work on the system should be let go - because the organisation cannot afford to be so handicapped! 45

46. Two types of team are needed for process improvement efforts • Natural work team (all from same work area to improve a local process) • Multi-level, cross-functional team (to improve a cross-organisational process) 46

47. The process improvement team Facilitator has a critical role to play and should therefore be appropriately skilled • Ensure the team is adequately resourced and backed • Ensure disciplined application of the PDCA cycle • Keep the team focused on the task and facilitate progress • Provide feedback on team and interpersonal behaviours Many of your employees are quite capable of facilitating a small Fast Process Improvement team of 3-4 peers – because the techniques are so simple! 47

48. A concise Project Brief should be prepared by the Process Manager in order to prevent ‘scope creep’ when the team meets to Plan the process improvement Process improvement opportunities Project Brief P A C D 48

49. Reference List Blackburn, Joseph D Time-Based CompetitionHomewood, USA, Business One Irwin, 1991 Blackmore, John The Quality SolutionParramatta, Australia, MASC Publishing, 1989 Collins, Jim Good to Great: Why some companies make the leap… and others don’t Collins, USA, 2001 Camp, Robert C BenchmarkingMilwaukee, USA, ASQC Quality Press,1996 Fooks, Jack H Profiles for PerformanceReading, Massachusetts, USA,Addison-Wesley, 1992 Hammer, Michael Beyond Reengineering – How the process-centered organization is changing our work and our lives. New York, Harper Collins Publishers, 1996 Hammer, Michael; Stanton, Steven How process enterprises really work. Harvard Business Review, Vol.77, No.6, November-December 1999, p.108-118. Hubbard, G; Samuel, D; Heap, S; Cocks, G The First XI – Winning organisations in Australia Milton, Australia, John Wiley & Sons, 2002 Kaplan, Robert S; Norton, David P Having trouble with your strategy? Then map it. Harvard Business Review onpoint, September-October 2000, p.1-10. Kaplan, Robert S; Norton, David P The strategy-focused organization. Boston, Massachusetts, Harvard Business School Press, 2001 Kueng, Peter Process performance measurement system: a tool to support process-based organisations. Total Quality Management, Vol.11, No.1, 2000, p.67-85. Mink, O G; Schultz, J M; Mink BP Developing and Managing Open OrganisationsSomerset Consulting Group Inc, 1208A Somerset Avenue, Austin, TX 78753, USA, 1991 Rummler, Geary A; Brache, Alan P Improving Performance– How to manage the white space on the organization chart. Second Edition, San Francisco, Jossey-Bass Publishers, 1995 Tiwana, Amrit The Knowledge Management ToolkitUpper Saddle River, Prentice Hall, 2000 Wenger, E; McDermott, R; Snyder, William M Cultivating Communities of Practice – A guide to managing knowledge. Boston, Massachusetts, USA, Harvard Business School Press, 2002 49