Great Game of Process - the cool kids guide to making process stick

Transcription

1 Great Game of Process - the cool kids guide to making process stick Presenter: Carla Wolfe Senior Business Analyst Elevations Credit Union Building Business Capability 2013

2 Journey Outline Tipping Points People Technology Process Baldrige Quality Award BHAG APQC Got Process Survey Enterprise Process Map SIPOCs BPM Tracker BPM Handbook Blueworks Blueworks Standards OFIs Great Games Knowledge Assets Enterprise Performance Dashboard

3 Skinny beginnings

4 Robust progress! 19 Trained Facilitators Regional Quality Award winner in two years People Process Over 200 Business processes documented Technology

5 Who are we? Value Proposition We build long-term relationships and deep mutual trust with our members by acting in the best interest of our membership and community. Colorado based Credit Union serving >100,000 members in Boulder and surrounding communities Assets: Deposits: Loans: 1.3 billion 1.2 billion 672 Million

6 Tipping Point #1 = Early Process Tools People Process Baldrige APQC Enterprise Process Map Technology

7 What is Baldrige Performance Excellence Program? Category framework: Leadership Strategic Planning Customer Focus Measurement Workforce Focus Operations Focus Results

8 National Quality Award = Early Driver Why Baldrige matters to us: Common language Training, coaching, support Sustainable, proven framework (not flavor of the month) Became our BHAG - What is a BHAG )

9 Big Hairy Audacious Goal (BHAG) Why BHAG matters to us: Unified driving force Gives perspective when pursuit is tough Published, public out there!

10 APQC APQC (American Productivity & Quality Center) is a member-based nonprofit and one of the world s leading proponents of business benchmarking, best practices, and knowledge management research.

11 APQC Why APQC matters to us: We had no idea where to begin Helped us align our organizational work with value stream concepts and known work such as Rummler s Helped us teach the organization where we were trying to go

12 APQC Framework + Internal Assessment (Got Process?)

13 Scary Survey Results 87% survey respondents reported NO PROCESS Benchmarked against APQC (modified) framework

14 Level-Setting the Start Point Why the survey mattered to us: Level playing field Gaps became evident Awareness across the organization

15 Translating Survey to Enterprise Process Map

16 Recent Enterprise Process Map 11 Categories 200+ Processes

17 One view for all process development Why the Map matters for us: Oriented entire organization cross-functionally with inputs and outputs Snapshot update for Senior Leaders Highly visible symbol of progress

18 Enterprise Process Map Building with SIPOC Why the SIPOCs matters for us: Objective Suppliers Inputs Process Outputs Customer Requirements Measurements Assisted in linking processes across the Enterprise Process Map Provided initial orientation to building processes and training for employees Now a requirement for development of all processes and essential for process stakeholder engagement

19 BPM Tracker Needed to keep a line of sight with the SIPOCs Needed to identify and track process owners and Stakeholders Needed a an easily accessible tool for multiple process owners Needed a uniform approach (methodology) for all process owners

20 BPM Tracker Why the BPM Tracker still matters for us: Scorecard promotes healthy fun and visibility Senior Leaders use it for snapshot view and one-to-one sessions Quick visibility for process owners and champions

21 BPM Workbook

22 BPM Workbook Why the Workbook Matters Allowed self directed development of processes with limited resources Pre-requisite Reading for training classes allowing faster boot-up for new employees Allowed other employees to start teaching and leading within their own teams

23 Tipping Point # 2 = Technology People Technology Process

24 Blueworks

25 Migration to Technology solution

26 Blueworks = Process Management Governance/Approval Stakeholder Validation Reporting Change Control Linked processes Project Management

27 Blueworks Why Blueworks Matters to us: Exponential velocity in BPM development efforts Single source of truth for all things process Reporting, Sorting, Scouting, Coaching Opened the opportunity to many teams and departments to contribute and get engaged Printing flowcharts created working laboratories and Value Stream conversations on walls/halls

28 Tipping Point # 3 = People People Process Technology

29 Special Forces 19 Facilitators Every functional area Trained on BPM Tools Licensed in Blueworks Comprised of VPs & Managers Purpose of Special Forces To assist in the design and deployment of functional area processes which are linked and integrated with other functional areas and stakeholders To ensure consistency and completeness among Users of Blueworks for capturing process documentation including SIPOCs and Flowcharts by implementing BPM methodology, rules and guidelines To collaborate and advise on defining, designing, deploying and monitoring a process PEOPLE

30 Great OFI Games! OFI Opportunity for Improvement Special Forces: Conducted Ride-Alongs while people performed job Developed list of OFIs Prioritized list cross-functionally Developed Game Boards Worked the list of OFIs Rewarded teams for knocking OFIs off the list using game boards

31 Latest Developments Knowledge Management Analyst Enterprise Performance Dashboards People Process Decision- Management Technology

32 Enterprise Dashboards

33 Knowledge Asset Governance BOD Policy Policy Management Policies Rules Definitions Process Procedure Business Process & Procedures Formsdisclosures Business Rules Forms, Notices, Disclosures, Letters

34 Conclusion CEO VP Enterprise Performance Senior Business Analyst Special Forces People Process Baldrige BHAG Got Process APQC Enterprise Process Map SIPOCs BPM Tracker BPM Handbook OFIs Great Games Technology Blueworks Blueworks Standards

35 Great Game of Process Thank you for playing! Questions Please Presenter: Carla Wolfe