Part 13 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

Review & Reflection

This is part 13 of 12.

Reflect Back to The Big Picture of EPPI’s Performance Enablers

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… of Process Performance…

EPPI Fishbone v2012 - 1- The Process

Frames … Boxes … Buckets … Accomplishments … Areas of Performance … Key Results Areas … Major Duties … Responsibilities …. whatever ….

Is there a Process? Is it adhered to? If not, why not?

Are any of the Enablers of the Process inadequate in terms of quantity, quality, cost or timeliness?

Process? Enablers?

A Systems View

It’s complex. It’s a System.

Within a System of course….

And that too is within a System.

Individual Enablers May Or May Not Be Key

The appropriate items in any category of Enabler – are just one set of enablers – of many – that are required to support or enable a Process or set of Processes.

And it’s important to understand the difference between all of the enabler data and which of it is key data – that are the key that really enable and impact Performance Competence.

And what’s really critical versus necessary versus superfluous.

And what is your definition of Performance Competence – or the end goal – and then … how do you measure that?

My defintion…

Slide6

How you measure that is unique to each situation – except for the bottom line, accepted financial metrics related to Return on Equity (ROE), and/or return on net assets (RONA), etc., etc. Business measures.

The bigger picture…

Rocking Review Around the EPPI 12 Box Model Clockwise

Besides “The Process” itself – there are the 2 types of Enablers.

EPPI Fishbone v2012 - 1- The Process

12 items, boxes, frames, Major Duties, areas, etc., etc.

In my view – in my analysis efforts – 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 and other stakeholders.

Here is my model for Stakeholders – for you to adopt or adapt as needed…

Stakeholder Hierachy Example 1

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 following for the EPPI Data & Information category/box:

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

Are those Enablers adequate?

The Enablers

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:

  1. Human
  2. Environmental

And…

The Process View and the Enabler Views I propose here are intended to be used in a scalable manner, for looking at what is necessary at the following levels of Enterprise Performance …

  1. Worker – a.k.a: Individual, and/or the…
  2. Work – a.k.a: Process, and/or the…
  3. Workplace – a.k.a: Organization-Enterprise, and/or the…
  4. World – a.k.a: Mega-Social Responsibility

Human Assets and Human Asset Management Systems

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.

The HAMS – the Human Asset Management Systems “provision” these to the Processes as needed – adequately, or not.

The HAMS are covered after this next section.

Environmental Assets and Environmental Asset Management Systems

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 EAMS – the Environmental Asset Management Systems “provision” these to the Processes as needed – adequately, or not.

The EAMS and the HAMS are covered in this next section.

And Then What? What About the Enabler Provisioning Systems?

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.

Here are the Provisioning Systems mentioned earlier – the HAMS and the EAMS …

I use this next model as a tool/template to determine who actual “owns” or “co-owns” or “doesn’t own but should” – the roles and responsibilities for Provisioning the right “stuff” to the right processes at the right time, cost and quality …

The EPPI HAMS and EAMS Model

“Stuff” being the HA – Human Assets and the EA Environmental Assets REQUIRED. By the Processes.

Nothing more. Nothing less.

Lean.

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

Next Month you can take a break from all this EPPI stuff.

Or you can read my book:

Slide21

Or you can read the entire 6-Pack:

Slide4

For more info on the books above – see the Resource tab or go to Amazon – here.

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.

Slide5

Series Index

Part 1: Series Kick-Off and – The Process Itself – here.

Part 2: HAM: Awareness Knowledge Skill – here.

Part 3: HAM: Physical Attributes – here.

Part 4: HAM: Psychological Attributes – here.

Part 5: HAM: Intellectual Attributes – here.

Part 6: HAM: Personal Values – here.

Part 7: EAM: Data & Information – here.

Part 8: EAM: Materials & Supplies – here.

Part 9: EAM: Tools & Equipment – here.

Part 10: EAM: Facilities & Grounds – here.

Part 11: EAM:  Budget & Headcount – here.

Part 12: EAM: Culture & Consequences – here.

And IMO …

… the key issue/opportunity most typically lies with – The PROCESS itself.

Start there. Is there a Process?

Does the Process meet the Stakeholder Requirements – for both the Process and the Outputs of the Process?

Is the Process formal enough, or too formal (and inflexible)?

Is the Process followed? If not, why not? Why? Why? Why? Why?

Picture2

And then look to the enablers – which may not be perfect – but may indeed be adequate to the need.

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One comment on “Part 13 of 12 – My 12 Boxes for Leveraging Enterprise Process Performance Improvement

  1. Pingback: Part 14 of 12 – Links to Parts 1-12 -13- Assessing Your T&D/ Learning/ Knowledge Management Systems | EPPIC - Pursuing Performance

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