Process Engineering, Documentation, and Evaluation By Tom Gilchrist SASQAG, April 2015 Tom Gilchrist, tomg@tomgtomg.com

Disclaimer The views and opinions in this presentation are my own and do not necessarily reflect those of my employers…. Context is everything…your mileage may vary. If you don’t try something different, don’t be surprised that the outcome doesn’t change! Tom Gilchrist, tomg@tomgtomg.com

Process Black Box/Glass Box Feedback Systems Measures and Tools Tonight... Process Black Box/Glass Box Feedback Systems Measures and Tools Tom Gilchrist, tomg@tomgtomg.com

Can we predict the future? Do you consider yourself an engineer or an artist? Do you know when to play each role? This talk assumes we work in a deterministic domain (at least partially). Tom Gilchrist, tomg@tomgtomg.com

Why Document Processes? Need/Desire to Improve Quality and Consistency Reduce rework, waste, misunderstandings Reduce “fire drills” and stress Improve communications between groups and locations Gives us a basis for improvement…look for trends. Baseline process consistency by measuring process capability Baseline effectiveness and efficiency by measuring quality, cost and schedule performance Gives us visibility Professional Work Environment SME, Process User, Owner Backup Plans and Knowledge Transfer Tom Gilchrist, tomg@tomgtomg.com

What is a Process? A process is how we remember… things that work, so we can repeat them…and…. things that don’t work so we can avoid them. A process is a method of doing something with all the steps involved. Tom Gilchrist, tomg@tomgtomg.com

“Things” Sequence of tasks ( Flow Chart or SwimLane) Rules (Checklist/TipSheet) Document Format/Content (Templates) Data Input (Forms) Who does what (Responsibility, Authority & Accountability or RAA) Entry Criteria (SIPOC) Exit Criteria (SIPOC) Triggers (Operating Rhythms) Scenarios (Use Case, Value Stream Maps) Tom Gilchrist, tomg@tomgtomg.com

Where should we start? What do we want to improve? What will have the greatest impact for the least amount of effort? Define scope and avoid sub-optimizing What expertise do we assume? What assumptions? What gives us the authority to do our work? Tom Gilchrist, tomg@tomgtomg.com

total count of opportunities for use (process triggers) Simple Value Metrics Usage artifact Initially measured usage as quotient: penetration count of process uses total count of opportunities for use (process triggers)   4 = 100% usage Tom Gilchrist, tomg@tomgtomg.com

Simple Value Metrics Result artifact Collection of signed anecdotes verifies worth of process. This primitive compilation does not insist on dollar value of savings, but categorizes benefit as Quality, Cost, Delivery, Safety, Morale. Stature of collection stands on reputation of signees   3 = significant benefit from process investment Tom Gilchrist, tomg@tomgtomg.com

Process Stages/Phases New Development On-boarding New Customer/End User Sustaining Decommissioning Tom Gilchrist, tomg@tomgtomg.com

High Level Sustaining Flow (Tier 1) Sell/Manage Service Gather/ Analyze Scenarios Scenarios Plan/ Org Run Service Change Service? Run Service Run Service Make Change/ Test Integrate/ Test Release/ Install Tom Gilchrist, tomg@tomgtomg.com

Current Processes (Tier 2) Outside Group 1 Start End Owner Group Task Task Task Outside Group 2 Step Tom Gilchrist, tomg@tomgtomg.com

Work Processes have no value unless they are used. Identified Build a List Documented Standard Work Process documented and stored Communicated & Used Trained and Noticed when Used Measured Usage & Benefit Improved PDCA Tom Gilchrist, tomg@tomgtomg.com

Individuals "Left to their own, organizations tend to migrate toward individual practice". Ron Nelson ? In Out Tom Gilchrist, tomg@tomgtomg.com

Black Box E N T R Y E X I T In Out Tom Gilchrist, tomg@tomgtomg.com

Work Process Definition SIPOC(R) ENTRY CRITERIA WORK PROCESS EXIT CRITERIA Process Input Process Output What must be provided? Where does it come from? What are your acceptance Standards? ("Clear-Cut" i.e. Unambiguous and measurable) Process Id… Name, Owner, Scope, Version What must be delivered? Who uses it? What are their acceptance Standards? ("Clear-Cut" i.e. Unambiguous and measurable) Trigger What starts the process?? The tool name prompts the team to consider the Suppliers (the 'S' in SIPOC) of your process, the Inputs (the 'I') to the process, the Process (the 'P') your team is improving, the Outputs (the 'O') of the process, and the Customers (the 'C') that receive the process outputs. In some cases, Requirements of the Customers can be appended to the end of the SIPOC for further detail. Supplier Input, Process, Output Customer Tom Gilchrist, tomg@tomgtomg.com

Questions/Comments Obligatory Whining and Resistance Tom Gilchrist, tomg@tomgtomg.com