Process Improvement
Identify and use available methodologies for evaluating, redesigning, and improving how the organization works towards its desired outcomes.
Improvement Planning
Practices-Outcomes-Metrics (POM)
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.