EPPI – Enterprise Process Performance Improvement
My model for Enterprise Process Performance Improvement – EPPI – has three levers to improve performance at every departmental level, rolled up to a functional level and additional levels as needed to eventually roll up to the Enterprise level.
Those levers are:
- The PROCESSES themselves
- The enabling HUMAN ASSETS
- The enabling ENVIRONMENTAL ASSETS
The PROCESS and PROCESSES must be designed to meet all Stakeholder Requirements – and balance those out for those in conflict.
The HUMAN ASSETS must have the awareness, knowledge, skills, physical attributes, psychological attributes, the intellectual attributes and personal values as required by the Processes within the similar and varies Contexts that exist.
The ENVIRONMENTAL ASSETS must provide the humans exactly what is required to perform to Stakeholder Requirements in each of the Processes that they are part of.
Does your analysis approach for instruction and/or performance improvement enable you to organize your collective understanding of Process Improvement requirements diagnosis results?
Does it enable you to look upstream and find those Provisioning Systems that provide the PROCESS with the HUMAN ASSETS and the ENVIRONMENTAL ASSETS – as required?
Can you use this to determine “when it’s not” a knowledge/skill – TRAINING ISSUE?
I’ve been writing about EPPI since the mid 1990s – it was always intended to be the umbrella methodology that my ISD methodology – The PACT Processes for T&D/ Learning/ Knowledge Management – would fit within. It is.
Moving from Training to Performance Improvement is the path any T&D/ L&D organization is on – or should be. You’ve got to be able to do both – and help your client and their stakeholders to learn by discovery with your approach to either.
See more about PACT and EPPI at http://www.eppic.biz/
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