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Representative POMs are described for Process Improvement at each level of maturity.

1Initial

• Practice

  Encourage individuals to use techniques they have learned, to drive process improvements in their organizational areas.

  Outcome

  Effective techniques are identified.

  Metric

  No metrics.

• Practice

  Start to encourage improvement efforts, by building the responsibility for process improvements into key roles.

  Outcome

  Productivity and quality sometimes improve as a result of improvement efforts.

  Metric

  Number of personnel with process improvement responsibilities.

2Basic

• Practice

  Establish a process improvement practice (e.g. Lean Six Sigma).

  Outcome

  Effectiveness in the application of a process improvement methodology gradually increases. Frequent tactical improvements in organizational performance are delivered.

  Metric

  Aggregated value of process improvement projects.

3Intermediate

• Practice

  Make sure that an appropriate number of process improvement projects are continually underway.

  Outcome

  Significant value (relative to the organization's total costs) is being generated by process improvement projects.

  Metric

  Value created from process improvement projects as a percentage of organizational costs (or revenues).

• Practice

  Have process owners, business analysts and process performers, identify process improvement projects to become part of the improvement portfolio.

  Outcome

  Sources with different perspectives contribute to process improvement efforts.

  Metric

  Value of projects delivered and assigned to the instigating source.

4Advanced

• Practice

  Prioritize and sequence process improvement projects in a managed portfolio, designed to deliver optimal financial and strategic value.

  Outcome

  The organization's process improvement portfolio is considered a major contributor to cost management.

  Metric

  Year-on-year improvements in ROI's from the process improvement portfolio.

• Practice

  Identify and deploy process automation solutions as part of all process improvement projects.

  Outcome

  Automation delivers high efficiency and reliability on high-volume, high-impact, and high-risk processes.

  Metric

  Number of process improvement projects incorporating automation solutions.

• Practice

  Have the workforce continually engaged in the identification and design of improvement opportunities that fit with the strategies and guidelines of the organization.

  Outcome

  The organization becomes extremely effective at generating value through process improvement.

  Metric

  Percentage of employees involved in process improvement efforts during a given time period.

5Optimized

• Practice

  Have management endorse a regularly updated portfolio of prioritized, optimally sequenced process improvement and process innovation projects that influence the evolution of the business model.

  Outcome

  The organization's process improvement portfolio is continually optimized and delivers strategic value.

  Metric

  Number of process improvements or innovations that raise the organization to best-in-class performance for a given function.

• Practice

  Involve all employees in process improvement and implementation activities.

  Outcome

  The organization is recognized as having a culture in which process excellence is a core value.

  Metric

  Percent of employees time spent on process improvement activities.

• Practice

  Identify process innovations through innovation workshops that are intended to change the competitive advantage of the business ecosystem.

  Outcome

  BPM capability is utilized to identify and deliver new marketplace value.

  Metric

  List of process innovations that contribute to new market value or market share growth.