Part 9 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

Tools & Equipment 

Part 9 in this monthly series will focus on the enabling Environmental Asset Attribute of:

Tools & Equipment

The Tools & Equipment Systems in place in any enterprise either provide the tools, equipment, machinery, and vehicles needed to enable performers to perform at a level of mastery – or they do not.

This Environmental Asset Management System responds to the needs of the Process/Processes, reflected in the analysis data, by providing the non–human “tools/ equipment” assets of the following type/ nature:

  • Cars/ trucks/ vehicles
  • Trailers
  • Overhead cranes
  • Heavy machinery
  • Fork lifts
  • Ladders
  • Brushes
  • Computers
  • Software
  • Cloud storage/access facilities
  • Printers
  • Copy machines
  • Phones
  • Fax
  • Video Players
  • Cameras
  • Etc.

 

Tools and equipment are typically easier to determine than data/ information – as is determining “who should provision them” to the process/processes, and how that provisioning should be measured, given its importance/ criticality to the Enterprise.

Again…all “tools/ equipment” are also not equal in terms of their impact in achieving peak performance. Determine which are most critical and assess the adequacy and assuredness of them and their provisioning systems.

Ask yourself about the enabler systems in place -= those organizations and processes, etc. that provide the right tools and equipment at the right time and at the right cost…:

  • Is this enabling system itself currently Performance Competent?
  • Might this enabling system be an area for Targeted Improvement?
  • Do we understand well enough how this system is or is not enabling our Processes and meeting the Requirements of our Customers and Stakeholders?
  • What would I look at and where would I go and who would I talk with to determine the answers to these questions?
  • What is the Return value of addressing this issue for some level of Investment – as in ROI?

The Tools & Equipment Systems provide the tools, equipment, machinery, and vehicles needed to enable job holders to perform at a level of Performance Competence. Perhaps the Process requires a fork-lift – or a new IT system.

Back to the Big Picture

Here are the 12 Boxes of the EPPI approach … in non-Box form …

…start on the left with the Process itself… and then on to the enablers…

EPPI Fishbone v2012 - 1- The Process

It’s complex. It’s a system.

Within a system of course….

Tools & Equipment

The appropriate items in this category are just one set of enablers of a Process or set of Processes.

And it’s important to understand the difference between all data and key data – that are the key Data/Information that really enable Performance Competence.

And what is your definition of Performance Competence – and how do you measure that? Mine…

Slide6

The bigger picture…

Rocking Review Around the EPPI 12 Box Model Clockwise

Besides “The Process” itself – there are the 2 types of Enablers. But in my view – I would always start with the Process. Is there a Process – and is it adequate to the demands of all of the Stakeholders – including but beyond THE CUSTOMER(s). And their Customers.

The enablers are either adequate or inadequate in the context of the needs/requirements of the Process. So start there. What is the Process and what are its Requirements – what enables it? And are those enablers adequate?

In Rocket Science it would be:

  • the Rocket Ship also needs a flight plan, instrument data, technical,blueprints, wiring diagrams, computer systems instructions, etc., etc.

Are those Enablers adequate?

Start with the Process itself and it’s Gaps – and then, as needed, look to the Process Enablers – and any Gaps there.

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. Many Models exist.

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.

And…

The Process View and the Enabler Views I propose here are intended to be used in a scalable manner, for looking at the

  • Worker/Individual, and/or the…
  • Work/Process, and/or the…
  • Workplace/Organization-Enterprise, and/or the…
  • World/Mega-Social Responsibility

And Then What?

And then after determining which of the Enablers are in need of attention – I use the following model to determine how “these things” happen – and where and who – in my client organization.

The EPPI HAMS and EAMS Model

These Enabler Provisioning Systems – which don’t look like this as structured in the graphic below – but perhaps this frame might help you determine who the Provisioners of Enabling Assets – may be at the root of any Gaps in the key Value Stream Processes or in the Enabling Processes.

Next one would estimate the Costs of Non-Compliance to see if it’s a Big Enough Deal – and as appropriate – the Costs of Compliance – and then one can make a wise or foolish Business Decision – from an ROI viewpoint.

Should the gaps in the enablers be addressed?

Where does this – or these kind of things – happen in the Enterprise? What’s the Enterprise Model for EAMS and HAMS? Who “owns” the responsibility for this/these?

Is it centralized, or distributed, or some mix (appropriate or not)? Is it in “enough control” with tolerable variability – or does some or all of it need to be “tightened up?”

Next Month we look at another of the Environmental Asset Enablers category – those classified as from : Facilities & Grounds.

The Big Picture of EPPI – for Performance Improvement 

Slide27

It’s not about Learning – even in a Learning Organization. It’s about Performance.

Focus on Performance – and Enable That.

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One comment on “Part 9 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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