Part 3 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

Physical Attributes

Part 3 in this series will focus on the enabling Human Asset Attribute of:

Physical Attributes

For me this includes:  “items” such as the five senses: sight, hearing, touch, taste, and smell; as well as height, weight, strength, endurance, etc.

Not all are needed for each job. The goal is to find those that truely are key enablers of task performance, whether that is someone’s physical strength – or their ability to use the forklift in place of their own strength.

In my view a Process needs a balance of the right sets, both human and environmental – as I call them.

And – your labels may vary.

As always, it depends.

01-LiMl 66155-Lessons_in_Maki-sfull

The Asset Categories and the items within any Enabler Category are indeed situationaly – true and appropriate – because some are associated with Performance with greater risk and reward areas – and those should be attended to first, while others impact low risk/reward areas and are perhaps not attended to at all.

One might have specific recruitment/selection criteria and/or training learning goals – and appropriate baseline and improvement measurement systems in place to insure that these are addressed appropriately, if at all.

Re-Introduction to the Series

Note: This series started with this post on November 15, 2013.

In this 12 part, monthly series I will explain my starting mental template for conducting analysis of a organization, function, department, process, practice, team, job, role, etc.

It’s IMO all about – the Process – meeting Stakeholder Requirements – and that requires that all of the enablers of Process be adequately in place. If not, something suffers. Or, the Process was robust to that enabler not being in place adequately, and there was no effect, or maybe just a smaller effect.

For – in my model – “a Process” is simply a “Paper Process” – until resourced – and put into place.

In my model those Resources are of two major types: Human Assets andEnvironmental Assets.

Assets = the stuff needed by the Process to produce Products to meet the Stakeholder Requirements of both their downstream customers second, but of their own Stakeholders first.

My mental model, that itself is at just one level in my set of analysis and design Mental Templates – that I typically adapt, if/as needed for my current application – is this … a core model …

The EPPI 12 Boxes Model of Enterprise Process Performance Improvement 

EPPI Fishbone v2012 - 1- The Process

In my EPPI Fishbone (with a tip of the hat to the Ishikawa Diagram) there is the Process, and then there are the enablers of that Process.

The Process itself is key – and then how well it is resourced with the Required Enablers is next. So start with the Process – and it’s Requirements and Successes and Gaps – and then look to the Enablers.

In my version – Humans on the top spine and other, non-human enablers on the bottom spine.

Your version my vary.

Rocking Around the EPPI 12 Box Model Clockwise: 

The Enablers are again of two types: Human and Environmental.

The Human Assets are:

  • Awareness, knowledge, skills
  • Physical attributes
  • Psychological attributes
  • Intellectual attributes
  • Values

Awareness, knowledge, and skills – come in many types and varieties. Further complicating the performance context/ situation, one performer might need to be only aware of what other performers need to know much more about, while yet another group of performers may need to have an actual skill level.

Physical attributes – include “items” such as the five senses: sight, hearing, touch, taste, and smell; as well as height, weight, strength, endurance, etc.

Psychological attributes – include “items” such as positive attitude, aggressiveness, risk taking, cautiousness, detail orientation, big picture orientation, etc.

Intellectual attributes – can include “items” such as conceptual thinking, concrete thinking, strategic thinking, process thinking, etc.

Values – can include such “items” as customer satisfaction orientation, teamwork, diversity, fairness, honesty, work ethic, family, etc.

And the Environmental Assets include:

  • Information/ data
  • Tools/ equipment
  • Materials/ supplies
  • Facilities/ grounds
  • Budget/ headcount
  • Consequences (+/ –)

Data & Information – includes all of the work orders and instructions, the policies/procedures, and all data/information needed to enable job holders to perform.

Materials & Supplies – provide all of the materials and supplies needed to enable job performance.

Tools & Equipment – provide the tools, equipment, machinery, and vehicles needed to enable performers to perform at a level of mastery.

Facilities & Grounds – provide the buildings, grounds, facilities and utilities for communications/power/water/and so on, as needed to enable performance.

Financial Systems – provide the capital and expense budgets, and the headcount budgets to management, needed to enable and support job holders in performing.

Culture & Consequences – provide and reinforce the enterprise cultural norms, and all of the management reinforcements (and extinguishments) needed to encourage (or discourage) performance.

The data that you want to capture – for each type of asset should go on an Enabling Matrices – using any format that makes sense to you and your downstream uses.

Here is an example of a K/S Matrices. You can probably imagine a matrix or matrices for each of the other categories of enabler that you end up with.

TMC KS Matrix Example

Note: each Category is intended to help you organize your view, as complex as might be, of all of the specifics, at some level. And that this level of “data capture” may not be the last of your “analysis efforts” depending on what you do in your downstream steps… such as Design, and then Development – both of which include what I consider Analysis tasks and outputs.

There are other ways to present this – this format matches the data gathering format so that reviewers aren’t thrown a curve in what they now see, versus how it looked when they helped create it.

I think that would be a “disservice” to the people that helped you put this together.

Not good in the spirit of collaboration.

A primary lesson in anyones Collaborative Consulting 101.

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One comment on “Part 3 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

  1. Pingback: Part 13 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement | EPPIC - Pursuing Performance

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