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The Process Audit and Maturity Model

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

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The Process Audit and Maturity Model

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  1. The Process Audit and Maturity Model Kenneth Webber MBA 731 November 5, 2007

  2. Process Reengineering

  3. Processes and Reengineering Processes • Consistency • Predictable • Control • Effective • Reinventing the Wheel • Constant improvement • Changing Business environment

  4. Process Assembly Line • Who • Tasks • Specific Order • Location • Circumstances

  5. Results • Removes Non-Value Adding Tasks • Reduces Errors • Reduces Delays • Reduce ad hoc & inconsistently performed practices

  6. Questions? • Did we start with the right thing? • How do we know we are making progress? • What will the organization look like when we are finished?

  7. Process Audit and Maturity Model Definition • Evaluate the existing processes • Evaluate redesigned processes • Evolutionary Improvement • Deliver High Performance Processes • A maturity framework for improving an organization. • Toward mature, disciplined, and continuously improving development of the knowledge, skills, motivation and business performance.

  8. Process Audit • Process Enablers • Top Level Process Owners • Implementation • Performance • Enterprise wide Capabilities • Management Support the Processes • Employees Value Customers • Teamwork • Personal Accountability

  9. Design Performers Owners Infrastructure Metrics Knowledge Skills Behavior Five Process Enablers • Purpose • Contest • Documentation • Identity • Activities • Authority • Info Systems • HR Systems • Definition • Uses

  10. Process Enabler’s Four Levels • P1 through P4 • Each has a definition • Definition builds on last • Above 80% True is GREEN • 20% to 80% is YELLOW • Below 20% is RED

  11. Worksheets

  12. Performers – Skills Hamburger Assembly • P1 - Performers are skilled in problem solving process improvement • P2 - Performers are skilled at teamwork and Self-management • P3 - Performers are skilled at business decision making • P4 - Performers are skilled at change management & change implementation

  13. Hamburger Assembly Enablers

  14. Process Audit • Process Enablers • Top Level Process owners • Implementation • Performance • Enterprise wide Capabilities • Management support the processes • Employees value customers • Teamwork • Personal Accountability

  15. Leadership Culture Expertise Governance Teamwork Customer Focus Responsibility Attitude Towards Change Four Enterprise Capabilities • Awareness • Alignment • Behavior • Style • People • Methodology • Process Model • Accountability • Integration

  16. Enterprise Capabilities Four Levels • E1 through E4 • Each has a definition • Definition builds on last • Above 80% True is GREEN • 20% to 80% is YELLOW • Below 20% is RED

  17. Culture - Responsibility Hamburger Assembly • E1 – Accountability for results rest with managers • E2 – Frontline personnel begin to take ownership of results • E3 – Employees feel accountable for enterprise results • E4 – Employees feel a sense of mission in serving customers and achieving ever-better performance

  18. Hamburger Assembly Capabilities

  19. Real Life Examples • Michelin • CSAA • Tetra Pak • Shell • Clorox

  20. Take Away • Generic Maturity Model • Doesn’t specify how the processes should look • Characteristics that any enterprise should have • Incremental • Simple

  21. References • Hammer, Michael, “The process Audit”, HBR, Reprint R0704H, April 2007 • “Beyond CMMI... PEMM”, Gant Head Web site, Posted: April 17, 2007 02:48 PM,http://www.gantthead.com/blog/Project-Management-2.0/335/> (05 Nov 2007) • Hammer, Michael, “The 7 Deadly Sins of Performance Measurement”, MIT SLONE Management Review, Spring 2007 • Harmon, Paul Business Process Trends Newsletter, March 2004, Volume 2, No. 3 PP1-11 • “Hammer and Company – PEMM”, n.d.,http://www.hammerandco.com/pemm.asp, (05 Nov 2007) • “CIO as Chief Process Officer, Not Strategic Leader”, CEO Insight Web site, n.d., http://www.cioinsight.com/article2/0,1540,2191426,00.asp, (05 Nov 2007)

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