1st – Look Way-Outside-In to Establish Your Process Performance Context
You – or your clients – are in some Enterprise – attempting to produce some Products and/or Services for another Enterprise, or for multiple Enterprises.
You use formal or informal Processes to produce those Products and render those Services.
It could be simple or quite complex or in-between.
You are a link in one or many chains. Value Chains.
Write that down somehow. Or draw a picture. Or both.
But do it in such a manner that it captures and positions all key elements – current and emerging. And that it captures your key Processes tied to the key Value Chains. You could do the entire Enterprise – if that is a wise investment.
I like to think of each department (or lower org unit/level) as a collection of Human and Environmental Resources necessary to perform in the Processes that they “owned” and the other Processes that they didn’t “own” but that they supported.
Again, possibly a complex picture will necessarily emerge.
2nd – Prioritize Your Possible Risks and Your Potential Rewards and Detail Your Understanding of Them
Risks and Rewards come from your Stakeholders – which include your customers.
From the 1994 book: The Quality RoadMap
The key here is to get down to knowing the requirements of your high-Risk and high-Reward Processes – using Processes are our central targeting point.
And that of course includes both people and non-people stuff necessary to carry out the Process or Processes.
A more current rendering of the bottom portion of the 1994 graphic above, is presented immediately below.
My model has a dozen variables – starting with the Process itself.
Your model may vary.
3rd – Idntify The Gaps And Their Sources
Quality sometimes just addresses variation, or waste, or the Process design – with shallow treatment of the human element.
A more complete model is needed.
My starting models for “who owns the gap?” is presented below.
Again your model may vary.
Mine does too – as soon as I get insight as to how my client operates.
Who Owns the Gap?
Yep. It’s not the Hokey Pokey. But that’s what it’s all about – in Analysis – after identifying the Gap itself:
Finding who owns the Gap.
4th – Address the Gaps
Many ways to skin these potatoes. And it depends on which level you are working.
Many models for that too – the levels. Here are just some of the “fixes” that might be needed using a 4-level model, bottom to top of:
It’s not always a Learning Solution.
First things first. Start at the top – with your efforts to address the gaps.
Otherwise your solution may unravel as push comes to shove with other forces.
Below – another set of starting point mental models…
Adapt if you cannot Adopt!
# # #