Great Game of Process - the cool kids guide to making process stick
Presenter: Carla WolfeSenior Business AnalystElevations Credit UnionBuilding Business Capability 2013
People
Process
Technology
Baldrige Quality AwardBHAGAPQCGot Process SurveyEnterprise Process Map SIPOCsBPM TrackerBPM HandbookBlueworksBlueworks StandardsOFIsGreat GamesKnowledge AssetsEnterprise Performance Dashboard
Journey OutlineTipping Points
Skinny beginnings …
Robust progress!
People
Process
Technology
19 Trained Facilitators
Over 200 Business processes documented
Regional Quality Award winner in two years
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: 1.3 billionDeposits: 1.2 billionLoans: 672 Million
Tipping Point #1 = Early Process Tools
BaldrigeAPQCEnterprise Process Map
People
Process
Technology
What is Baldrige Performance Excellence Program?
Leadership Strategic Planning Customer Focus Measurement Workforce Focus Operations Focus Results
Category framework:
National Quality Award = Early Driver
Common language
Training, coaching, support
Sustainable, proven framework (not flavor of the month)
Became our BHAG - What is a BHAG …)
Why Baldrige matters to us:
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 reportedNO PROCESS
Benchmarked against APQC (modified) framework
Level-Setting the Start Point
Level playing field
Gaps became evident
Awareness across the organization
Why the survey mattered to us:
Translating Survey to Enterprise Process Map
Recent Enterprise Process Map
11 Categories200+ Processes
One view for all process development
Oriented entire organization cross-functionally with inputs and outputs
Snapshot update for Senior Leaders
Highly visible symbol of progress
Why the Map matters for us:
Enterprise Process Map Building with SIPOC
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
Why the SIPOCs matters for us:
ObjectiveSuppliers
InputsProcessOutputs
Customer Requirements
Measurements
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
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
Why the BPM Tracker still matters for us:
BPM Workbook
BPM Workbook
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
Why the Workbook Matters
Tipping Point # 2 = Technology
People
Process
Technology
“Blueworks”
Migration to Technology solution
“Blueworks” = Process Management
Governance/ApprovalStakeholder ValidationReportingChange ControlLinked processesProject 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
PeopleProcess
Technology
“Special Forces”
PEOPLE
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
•19 Facilitators•Every functional area•Trained on BPM Tools•Licensed in Blueworks•Comprised of VPs & Managers
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
Knowledge Management Analyst Enterprise Performance
Dashboards
Decision-Management
Latest Developments
People
Process
Technology
Enterprise Dashboards
Knowledge Asset Governance
• BOD Policy
• Management Policies
• Business Process & Procedures
• Business Rules
• Forms, Notices, Disclosures, Letters
Process
Policy
Procedure
Forms-disclosures
RulesDefinitions
CEO VP Enterprise Performance
Senior Business Analyst
Special Forces
BaldrigeBHAGGot ProcessAPQC
Enterprise Process Map SIPOCsBPM TrackerBPM HandbookOFIs
Great Games
BlueworksBlueworks Standards
Conclusion
People
Process
Technology
Great Game of ProcessThank you for playing!
Questions Please
Presenter: Carla Wolfe