How Many Variables in Your Performance Improvement Models?
And what do they account for – and what do they not account for?
Same as it ever was.
Models. An artificial rendition of reality to enable a focus on certain aspects.
But beware them. They focus you. They might make you blind to other aspects. Perhaps THE aspects.
Most models for Performance Improvement in my mind are either too 1-dimensional (conceptual or implementation oriented), too simple, incomplete. A joke in our offices in the late 1980s was that TQM – Total Quality Management – was too often PQM – Partial Quality Management. And that was not a good thing. My business partners and I wrote about PQM in our 1994 book: The Quality Road Map.
Today’s View: EPPI
I have 12 variables, elements, boxes, in my Performance Improvement Model – EPPI – Enterprise Process Performance Improvement.
Mine starts with a Process – as I see THAT as central to any performance improvement, via instructional and information design/development – my area – with central meaning one can go up to the entire organization, for isn’t an organization nothing but many, many Processes, all working together, well or not, to serve the primary purposes of the Enterprise?
They are in my mind and in my model.
And just as one can go up to the organization/ enterprise, one can go down the the individual level, the learner level or rather the Performer level. Yes, we are “all the time” learnin’ stuff. Relevant or not. But from an Enterprise perspective, we are targeted and measured against performance in a Process or two, or dozens.
And our performance, just as it is with our clients and their targets of opportunity, that’s all about Processes too. Their Processes.
Some of which might be shared.
Above and below are two of my key diagnostic models to begin the analysis thinking that starts back in Project Planning & Kick-Off, the Phase just before Analysis. It has 15 Boxes! To serve the 12 Boxes above.
Kind of a 12-15 deal.
What! 12 and then 15!
What’s In Your Model?
Because of this next Model…
…the Big Picture of EPPI…
…the one with 12 variables products (2 up) links to the 15 variables processes (above) in a Big Picture kind of way.
It’s all about what these words mean. Can you do the matching?
It’s part of the challenge to your due diligence. In choosing models and methods.
What’s your model look at, consider? And how does that line up to not just solutions, but to the center for that solution type.
The organization that owns tools/equipment might be different from the organization that owns recruiting/selection or compensation/benefits. The solution would engage them. The fixes would happen on their turf. They should own the effort and the results to fix things then downstream, at our Targeted Processes
Oh, what a tangled web it is, these Enterprise Processes.
Do your models and methods untangle that?
Enterprise Process Performance Improvement – EPPI
Side 1 – The BIG PICTURE of EPPI
EPPI is scale-able from addressing a sub-Process, or a job with its bundle of Processes, or a function and all of its jobs and Processes, or an entire Enterprise, one bite at a time. Bottom to Top. Top to Bottom.
That’s side 1. The big picture.
Note the 12 variables- 1 + 6 + 5.
You can count the 12 variables – can’t you?
The 12 Boxes of our model, to be checked off mentally or off your checklist, depending on where you are on that particular learning curve.
Of Course, Side 2 Following Side 1
A couple of ways to portray a Process. I use the Performance Model as the main data capture tool – of the Process. Not Process Mapping in terms of the Rummler Swim Lane version.
And to that I tie a model/framework for Stakeholders – beyond the Customer – where all Product and Process measures and standards come from – or should.
I have 12 variables that might be the levers for performance improvement and then sustainment of those improvements. Where the 15 come in.
The 12+15 Boxes of EPPI
The 12+15 Box model of EPPI is about the Performance Data logic of EPPI. The Project Management logic of EPPI is another.
Projects are approached a bit differently, perhaps, in EPPI than in other improvement methods (lean, six sigma, etc.). This begins open to those methods, but they are not predetermined. But you can see where the decision to include them in Stage II happens in Stage I. ..
Look at EPPI – Enterprise Process Performance Improvement now…
In 2 Stages…
Often resulting in Stage II efforts looking more like this… more complex… more than one work-stream … of improvement…say of IT Tool development, Process re-development, and Training re-development – to accommodate the new tool to help with the new Process recently implemented … better late than never (in my scenario)…
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And then there is this look at the topic…
Managers Fighting Foo Foo
This one is for managers… with the PI – Performance Improvement – or EPPI jargon.
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How to be performance oriented and avoid the sales picthes of those selling/promoting foo foo.
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