1. PROCESS MANAGEMENT
These slides are intended to help explain to a group the nature of process management and what it involves in practice.
It starts with two slides that reflect the role of process management in terms of the six Ps, and then breaks this down into a number of specific responsibilities.
Also see the slide set on Process Ownership.
Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, you know how each slide builds, and you are clear on the points you wish to make with them

2. Local Targets & Objectives Process Owner & Process Team
PROCESS MANAGEMENT
Local Targets & Objectives
Process Owner & Process Team
Measures
Improvement Projects
Internal
& External
Customers
Process 19

3. THE MANAGER’S ROLE IN PROCESS OWNERSHIP
You are responsible for demonstrably:
Ensuring the needs and issues of all your Customers are clearly defined and understood, and that your people are systematically finding new ways to serve them better
Establishing a common value set, and building real commitment to clear targets for the improvement of your process’ performance
Developing your people’s abilities and attitudes in a planned and productive manner, through a clearly defined programme of challenges, experiences, team involvement, and training
Ensuring all the processes which effect performance are responsibly developed and designed , using methods which aid collective involvement and disciplined thinking
Ensuring process performance is measured objectively using trends and gap analysis to drive a disciplined approach to solving current or potential performance issues
Developing plans to monitor and improve all of the above, and to achieve attainment of the higher levels of the cultural spectrum.
And delivering clear business benefits as a result of the above. (are you up to it?)
This slide provides a more prescriptive definition of what is required for successful process ownership.

4. PROCESS MANAGEMENT – THE STEPS How are we going to ensure it happens?
Consistently!
Understanding the process:
Measure current performance against targets
Hold I/O discussions develop a process map
Create a local QFD
Put management in place:
Create a schedule of meetings and reqd. preparation
Produce and maintain a process quadrant chart
Drive performance:
Prioritise performance deficiencies for attention
Address deficiencies through disciplined methods
Regularly review/address progress
Coach and support staff
This slide is essentially an agenda for the next nine slides, which provide a prescriptive expectation of what each process owner/team will do to successfully implement process ownership in their area of responsibility. The next nine slide prescribe actions for each of the bullet points on this slide.

5. MEASURE CURRENT PERFORMANCE AGAINST TARGETS
Each process will:
Establish clear and practical routines for measuring their performance
Regularly collect and review performance data
Collate the data into time-based graphical form reflecting the trend of performance against target and against forecast

6. HOLD I/O DISCUSSIONS AND DEVELOP A PROCESS MAP
Each process will:
Resolve any I/O (Input/Output) questions with its customer and supplier processes
Develop a process map, reflecting clearly how it fulfils its role
Correct any clear nonsenses and clarify any points of confusion or obvious risk
Keep the map updated with any subsequent change
Use the map to help understand performance issues and the knock-on implications of proposed changes

7. CREATE A SCHEDULE OF MEETINGS AND REQUIRED PREPARATION
Each process will:
Create a schedule of regular monthly meetings to review process performance
Ensure that these are timed to provide most benefit to the company management meeting (e.g. recent data and analysis but with time to read it beforehand)
Clarify who is to attend these meetings with the process owner, and why
Ensure the schedule of performance measurement provides the meeting with relevant and timely information
Clarify roles and responsibilities to ensure the meeting and preparation are effective and efficient

8. PRODUCE AND MAINTAIN A PROCESS QUADRANT CHART
Each process will (on a monthly basis):
Produce a quadrant chart
Quadrant Chart
Reporting
Trend
How are we faring against these?
Analysis
What is at the root of our perform- ance issues?
Actions
What is our plan for correcting things?
Performance
What are our agreed performance targets?

9. PRIORITISE PERFORMANCE DEFICIENCIES FOR ATTENTION
Each process will:
Develop a complete picture of the current shortfalls from target and customer expectations
Prioritise these according to their urgency and their importance to the business
Schedule their resources to ensure that the targets are met within appropriate timescales
Update the forecast lines on their quadrant chart to reflect these schedules

10. ADDRESS DEFICIENCIES THROUGH DISCIPLINED METHODS
In tackling performance issues, each process will:
Ensure everybody has a shared view of the problem or issue
Focus in identifying the real cause before leaping to solutions
Ensure a range of possible solutions is considered
Balance quick fixes with longer term improvement plans
Ensure that the implementation is properly managed as a project
Ensure the solution is evaluated and its effectiveness monitored
Bolt the solution into the day-to-day management routines
Profile
Root Cause
Options
Balance
Launch
Evaluate
Maintain

11. REGULARLY REVIEW/ADDRESS PROGRESS
Regular process management meetings will:
Review performance against the top level measures and targets
Review progress on current strategies and problem solving
Review progress against (high profile) actions from previous meetings
List current issues from the above (and prioritise focus therein)
Identify and assign actions to address the issues
Wrap-up & review the meeting to improve its working
Clear objective and compre-hensive picture
Analysis & action

12. COACH AND SUPPORT STAFF
Each process owner will:
Schedule regular one-to-one meetings with their process team members
Objectively review their performance with them, and their approach to delivering that performance
Understand their current aspirations and issues
Establish clear goals for improvement and identify how this can be achieved
Agree the support (if any) to enable them to do this
Keep notes to enable subsequent coaching sessions to be more efficient and focused
Expect their people to do the same for their direct reports