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
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
Skinny beginnings
Robust progress! 19 Trained Facilitators Regional Quality Award winner in two years People Process Over 200 Business processes documented Technology
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
Tipping Point #1 = Early Process Tools People Process Baldrige APQC Enterprise Process Map Technology
What is Baldrige Performance Excellence Program? Category framework: Leadership Strategic Planning Customer Focus Measurement Workforce Focus Operations Focus Results
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 )
Big Hairy Audacious Goal (BHAG) Why BHAG matters to us: Unified driving force Gives perspective when pursuit is tough Published, public out there!
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.
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
APQC Framework + Internal Assessment (Got Process?)
Scary Survey Results 87% survey respondents reported NO PROCESS Benchmarked against APQC (modified) framework
Level-Setting the Start Point Why the survey mattered to us: Level playing field Gaps became evident Awareness across the organization
Translating Survey to Enterprise Process Map
Recent Enterprise Process Map 11 Categories 200+ Processes
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
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
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
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
BPM Workbook
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
Tipping Point # 2 = Technology People Technology Process
Blueworks
Migration to Technology solution
Blueworks = Process Management Governance/Approval Stakeholder Validation Reporting Change Control Linked processes Project Management
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
Tipping Point # 3 = People People Process Technology
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
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
Latest Developments Knowledge Management Analyst Enterprise Performance Dashboards People Process Decision- Management Technology
Enterprise Dashboards
Knowledge Asset Governance BOD Policy Policy Management Policies Rules Definitions Process Procedure Business Process & Procedures Formsdisclosures Business Rules Forms, Notices, Disclosures, Letters
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
Great Game of Process Thank you for playing! Questions Please Presenter: Carla Wolfe