Performance Improvement From Macro to Micro and Back...2018/02/18 · Performance Improvement From...

Performance Improvement

From Macro to Micro and Back

Guy W. Wallace Pursuing Performance EPPIC Inc. www.eppic.biz

Using the EPPI – Enterprise Process Performance Improvement Methodology-Set

Guy W. Wallace

Version: 2018

Guy has been primarily influenced by Geary Rummler, Bob Mager, Joe Harless, Ray Svenson, Richard E. Clark - and the Worldwide TQM Movement - beginning in 1979. He has served 85+ clients since 1982.

Preamble

Feedback

Inputs

Expectations People Info/Data Materials Equipment Etc.

Inputs

Feedback

Inputs

Feedback

Outputs As Input

M M M M M M M M M M M M M

M Measurements as Established by the Stakeholders … and Their Stakeholders, Etc.

Preamble

Stakeholders establish

Requirements for

Outputs and/or the

Process

Preamble

a.k.a.: Outcomes

The Session Agenda 1.The Big Picture of Enterprise Performance 2.Process Performance Variables 3.Human Performance Variables 4.Environmental Performance Variables 5.Asset Management Systems 6.Improvement Projects Planning &

Management 7.Back to the Macro 8.Session Wrap Up & Close

Preamble

Q & A Before Proceeding

Performance Improvement From Macro to Micro and Back

1. The Big Picture of Enterprise

Performance

What is Required depends on the balanced Performance Requirements of all of the Stakeholders

What is Required depends on both the Performance Requirements and the Environmental capabilities available

What is Required depends on both the Performance Requirements and the Human capabilities available

The Process

The Human Assets

The Environmental Assets

Review…

Preamble

2. Process Performance Variables

What is Required of the Process depends on the balanced Performance Requirements of all of the Stakeholders

Process - Processes

Upstream Processes

Process - Processes Downstream Processes

Adapted from the Ishikawa Diagram

What is Required of the HA depends on both the Performance Requirements and the Environmental capabilities available

What is Required of the EA depends on both the Performance Requirements and the Human capabilities available

Review…

Process - Processes

Upstream Processes

Process - Processes Downstream Processes

Preamble

3. Human Performance Variables

What is Required of the HA depends on both the Performance Requirements and the Environmental capabilities available

Human Assets – Awareness/Knowledge/Skills

Examples:

Enterprise Marketplace Customers Competitors Software Policies Laws/regulations/codes Interpersonal skills Management skills

What Would

You Add?

Use the Language of Your Enterprise

Human Assets – Physical Attributes

Examples:

Sight Hearing Dexterity Weight Height Reach

What Would

You Add?

Human Assets – Psychological Attributes

Examples:

Empathy Extroversion Introversion Conscientiousness

What Would

You Add?

Human Assets – Intellectual Attributes

Examples:

Abstract thinking Concrete thinking Systems thinking Strategic thinking Tactical thinking Etc.

What Would

You Add?

Human Assets – Personal Values

Examples:

Customer Satisfaction Servant Leadership Tolerance for other cultures Tolerance for other religions Honesty Neatness Consistency

What Would

You Add?

Review…

Preamble

4. Environmental Performance Variables

What is Required of the EA depends on both the Performance Requirements and the Human capabilities available

Environmental Assets – Data/Information

Examples:

Strategic Plans Operational Plans Operational Budgets Policies Procedures Work Orders/ Instructions Safety Guidelines Stakeholder & Customer Satisfaction Survey Results Employee Satisfaction Survey Results Raw and Processed data specific to the targeted Process’ outputs and tasks

What Would You Add?

Environmental Assets – Materials/Supplies

Examples:

Paper Printer cartridges Pens, pencils Other Process consumables: sub-assemblies, chemicals, glue, nuts and bolts, gas, oil, etc. Forms Templates

Etc. What Would

You Add?

Environmental Assets – Tools/Equipment

Examples:

Cars/trucks/vehicles Trailers Overhead cranes Heavy machinery Fork lifts Computers Printers Copy machines Phones Video Players Cameras

What Would

You Add?

Environmental Assets – Facilities/Grounds

Examples:

Office building Parking lot Office spaces Conference rooms Storage rooms Restrooms Water lines Gas lines Phone systems Lighting Receiving dock ramps

What Would

You Add?

Environmental Assets – Budget/Headcount

Examples:

Capital budget Reserve budget Operational budget Headcount/staff budget Outsourcing budget

What Would

You Add?

Environmental Assets – Culture/Consequences

Examples:

Open or Closed door policy/practice Customer and Supplier or Self Orientation People First or Business First practices Punishing good performers with more work Rewarding everyone equally or differentiating based on an equitable approach Incentives

Etc. What Would

You Add?

Review…

Preamble

5. Asset Management Systems

Human Asset Provisioning Systems

Environmental Asset Provisioning Systems

a.k.a.: The Process & Enablers

Use This Straw Model to Determine Who Owns These Responsibilities in your Enterprise

If There Isn’t Any Designated Group

– It’s Up To Management of the Process(es)

Sometimes it is a Shared Responsibility

Use This Straw Model to Determine Who Owns These Responsibilities in your Enterprise

If There Isn’t Any Designated Group

– It’s Up To Management of the Process(es)

Sometimes it is a Shared Responsibility

Review…

a.k.a.: The Process & Enablers

Preamble

6. Improvement Projects Planning & Management

2 Stage Approach

Targeting - EPPI Stage I Targeting Enterprise Process Performance Improvement – Stage I

Gap/Value Analysis & Improvement Planning

Phase 1- Plan the Project and Review the Plan & Kick-Off the Effort

Phase 2- Analyze the Current State for Problem & Opportunity Gaps and Target Improvements and Review the Analysis Phase 3- High-Level (Macro) Design Future State for the Promising Future State and Review the Design Phase 4- High-Level (Macro) Implementation Plan for ROI and Guidance for Stage 2

Once You’ve Uncovered the Gaps from a Feasible Ideal – You May Need Deeper Expertise Than You Yourself Have In Order to See the Potential and Likely Costs for Addressing Those Gaps

EPPI Stage II – Intervention Initiatives Targeting Enterprise Process Performance Improvement – Stage II

Intervention Initiatives Planning & Management

Revision & Release

EPPI II Phase 6

Development/ Acquisition Analysis Design Pilot Test

Project Planning & Kick-off

EPPI II Phase 1 EPPI II Phase 2 EPPI II Phase 3 EPPI II Phase 4 EPPI II Phase 5

Phase 1- Plan the Project and Review the Plan & Kick-Off the Effort

Phase 2- Analyze the Current State in Detail for the Targeted Improvements and Review the Analysis data Phase 3- Micro Design Future State for the Promising Future State and Review the Design

Phase 4- Intervention Development and Alpha & Beta Testing

Phase 5- Full Destructive Pilot Testing and Review of the Results

Phase 6- Final Revisions and Release/Rollout

Process ReDesign

IT ReDesign

L&D ReDesign

Revision & Release

EPPI II Phase 6

Development/ Acquisition Analysis Design Pilot Test

Project Planning & Kick-off

EPPI II Phase 1 EPPI II Phase 2 EPPI II Phase 3 EPPI II Phase 4 EPPI II Phase 5

Yes – This Is ADDIE-like – a NPD - New Product Development Framework Used for Instruction or Any Intervention-Set

But Please Note – Many Organizations Have Their Own NPD Framework – and You Should Always Use That Instead – For Selling & Political Purposes

2 Stage Approach

This Book From 2011 Includes Provides a Straw Model of All of the Set of Starter Tasks for Each Phase in both Stage I and Stage II

The Likelihood of Other Possible Interventions Being Needed Suggests That You Involve Others With the Potential, Broader Expertise From Day 1 On The Project Work Team

Review…

Preamble

7. Back to the Macro

What is Required depends on the balanced Performance Requirements of all of the Stakeholders

What is Required depends on both the Performance Requirements and the Environmental capabilities available

What is Required depends on both the Performance Requirements and the Human capabilities available

The Process

The Human Assets

The Environmental Assets

The Process Most Likely Has Accepted Business Metrics That Your Improvement Effort Should Impact. Use Those to Determine Gap Values & ROI.

As the late Geary Rummler preached – give the People the Benefit of the Doubt and 1st Look Elsewhere For Gap Causes (the Process Itself & the Environment)

Once a Gap Here Is Determined As Likely – Look Upstream to the Provisioning Systems for Gaps & Causes in Their Systems (Repeating the Analysis)

Comment on: The Process

Comment on: The Human Assets

Comment on: The Environmental Assets

Processes Are Often Invisible

Often Vary From One Use to the Next

Are Often Not Measured

Are Often Informal and Not Managed

Are Often at the Root of Gaps Elsewhere

What Else Would You Add?

Review…

Preamble

8. Session Wrap Up & Close

The Session Summary 1.The Big Picture of Enterprise Performance 2.Process Performance Variables 3.Human Performance Variables 4.Environmental Performance Variables 5.Asset Management Systems 6.Improvement Projects Planning &

Preamble

The Session Summary

1.The Big Picture of Enterprise Performance 2.Process Performance Variables 3.Human Performance Variables 4.Environmental Performance Variables 5.Asset Management Systems 6.Improvement Projects Planning &

Preamble

The Session Summary

Preamble

The Session Summary

Preamble

Q & A Before Ending

2 of Guy’s Books On This

1994 Out of Print but Available Used Online

2011 Available Online as a Kindle and Paperback

Hundreds of Free Resources Are Available At: www.eppic.biz

Audio Podcasts, Videos, Articles, Chapters, Books, Presentations

Hundreds of Free Resources Are Available At: www.eppic.biz

This Presentation Is Available As a Free PowerPoint Show

https://eppic.biz/resources/powerpoint-show-collection/

In the EPPI Section Near the Bottom of the Page

Remember…

Guy has been in the Performance-based Instructional Design and Human Performance Improvement business since 1979 and has been an external consultant since 1982. He has served 85+ Clients and conducted over 250 projects – all aimed at improving business metrics. Guy may be reached via email at:

guy.wallace@eppic.biz

www.eppic.biz

Thank You For Your

Participation! Your Feedback Is Always Appreciated!

Performance Improvement From Macro to Micro and Back...2018/02/18 · Performance Improvement From...

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