From Macro to Micro and Back

From Macro to Micro and Back
Performance Improvement From Macro to Micro and Back Using the EPPI – Enterprise Process Performance Improvement Methodology-Set Guy W. Wallace Version: 2018 Guy W. Wallace Pursuing Performance EPPIC Inc

Guy W. Wallace Pursuing Performance EPPIC Inc. www.eppic.biz
Guy has been primarily influenced by Geary Rummler, Bob Mager, Joe Harless, Ray Svenson, Richard E. Clark - and the Worldwide TQM Movement - beginning in He has served 85+ clients since 1982. Guy W. Wallace Pursuing Performance EPPIC Inc

Preamble Guy W. Wallace Pursuing Performance EPPIC Inc

Preamble Outputs As Input Expectations People Info/Data Materials Equipment Etc. Expectations People Info/Data Materials Equipment Etc. Expectations People Info/Data Materials Equipment Etc. Inputs Inputs Inputs M M M M M M M M M M M M M M Feedback Feedback Feedback M Measurements as Established by the Stakeholders … and Their Stakeholders, Etc. Guy W. Wallace Pursuing Performance EPPIC Inc

Stakeholders establish Requirements for Outputs and/or the Process
Preamble Stakeholders establish Requirements for Outputs and/or the Process M a.k.a.: Outcomes Guy W. Wallace Pursuing Performance EPPIC Inc

The Session Agenda The Big Picture of Enterprise Performance Process Performance Variables Human Performance Variables Environmental Performance Variables Asset Management Systems Improvement Projects Planning & Management Back to the Macro Session Wrap Up & Close Preamble Guy W. Wallace Pursuing Performance EPPIC Inc

Before Proceeding Q & A Guy W. Wallace Pursuing Performance EPPIC Inc

1. The Big Picture of Enterprise Performance
Performance Improvement From Macro to Micro and Back 1. The Big Picture of Enterprise Performance Guy W. Wallace Pursuing Performance EPPIC Inc

The Process What is Required depends on the balanced Performance Requirements of all of the Stakeholders The Human Assets What is Required depends on both the Performance Requirements and the Environmental capabilities available The Environmental Assets What is Required depends on both the Performance Requirements and the Human capabilities available Guy W. Wallace Pursuing Performance EPPIC Inc

Review… Guy W. Wallace Pursuing Performance EPPIC Inc

2. Process Performance Variables
Performance Improvement From Macro to Micro and Back 2. Process Performance Variables Guy W. Wallace Pursuing Performance EPPIC Inc

What is Required of the Process depends on the balanced Performance Requirements of all of the Stakeholders Adapted from the Ishikawa Diagram Process - Processes Upstream Processes Process - Processes Downstream Processes Guy W. Wallace Pursuing Performance EPPIC Inc

What is Required of the HA depends on both the Performance Requirements and the Environmental capabilities available Guy W. Wallace Pursuing Performance EPPIC Inc

What is Required of the EA depends on both the Performance Requirements and the Human capabilities available Guy W. Wallace Pursuing Performance EPPIC Inc

Review… Process - Processes Upstream Processes Process - Processes Downstream Processes Guy W. Wallace Pursuing Performance EPPIC Inc

3. Human Performance Variables
Performance Improvement From Macro to Micro and Back 3. Human Performance Variables Guy W. Wallace Pursuing Performance EPPIC Inc

What is Required of the HA depends on both the Performance Requirements and the Environmental capabilities available Guy W. Wallace Pursuing Performance EPPIC Inc

Human Assets – Awareness/Knowledge/Skills Examples: Enterprise Marketplace Customers Competitors Software Policies Laws/regulations/codes Interpersonal skills Management skills Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Human Assets – Physical Attributes Examples: Sight Hearing Dexterity Weight Height Reach Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Human Assets – Psychological Attributes Examples: Empathy Extroversion Introversion Conscientiousness Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Human Assets – Intellectual Attributes Examples: Abstract thinking Concrete thinking Systems thinking Strategic thinking Tactical thinking Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Human Assets – Personal Values Examples: Customer Satisfaction Servant Leadership Tolerance for other cultures Tolerance for other religions Honesty Neatness Consistency Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

4. Environmental Performance Variables
Performance Improvement From Macro to Micro and Back 4. Environmental Performance Variables Guy W. Wallace Pursuing Performance EPPIC Inc

What is Required of the EA depends on both the Performance Requirements and the Human capabilities available Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Assets – Data/Information Examples: Strategic Plans Operational Plans Operational Budgets Policies Procedures Work Orders/ Instructions Safety Guidelines Stakeholder & Customer Satisfaction Survey Results Employee Satisfaction Survey Results Raw and Processed data specific to the targeted Process’ outputs and tasks Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Assets – Materials/Supplies Examples: Paper Printer cartridges Pens, pencils Other Process consumables: sub-assemblies, chemicals, glue, nuts and bolts, gas, oil, etc. Forms Templates Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Assets – Tools/Equipment Examples: Cars/trucks/vehicles Trailers Overhead cranes Heavy machinery Fork lifts Computers Printers Copy machines Phones Video Players Cameras Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Assets – Facilities/Grounds Examples: Office building Parking lot Office spaces Conference rooms Storage rooms Restrooms Water lines Gas lines Phone systems Lighting Receiving dock ramps Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Assets – Budget/Headcount Examples: Capital budget Reserve budget Operational budget Headcount/staff budget Outsourcing budget Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Assets – Culture/Consequences Examples: Open or Closed door policy/practice Customer and Supplier or Self Orientation People First or Business First practices Punishing good performers with more work Rewarding everyone equally or differentiating based on an equitable approach Incentives Etc. Use the Language of Your Enterprise What Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

5. Asset Management Systems
Performance Improvement From Macro to Micro and Back 5. Asset Management Systems Guy W. Wallace Pursuing Performance EPPIC Inc

Human Asset Provisioning Systems a.k.a.: The Process & Enablers Environmental Asset Provisioning Systems Guy W. Wallace Pursuing Performance EPPIC Inc

Human Asset Provisioning Systems Guy W. Wallace Pursuing Performance EPPIC Inc

Use This Straw Model to Determine Who Owns These Responsibilities in your Enterprise Sometimes it is a Shared Responsibility If There Isn’t Any Designated Group – It’s Up To Management of the Process(es) Guy W. Wallace Pursuing Performance EPPIC Inc

Environmental Asset Provisioning Systems Guy W. Wallace Pursuing Performance EPPIC Inc

Use This Straw Model to Determine Who Owns These Responsibilities in your Enterprise Sometimes it is a Shared Responsibility If There Isn’t Any Designated Group – It’s Up To Management of the Process(es) Guy W. Wallace Pursuing Performance EPPIC Inc

Review… Human Asset Provisioning Systems a.k.a.: The Process & Enablers Environmental Asset Provisioning Systems Guy W. Wallace Pursuing Performance EPPIC Inc

6. Improvement Projects Planning & Management
Performance Improvement From Macro to Micro and Back 6. Improvement Projects Planning & Management Guy W. Wallace Pursuing Performance EPPIC Inc

2 Stage Approach Guy W. Wallace Pursuing Performance EPPIC Inc

Targeting - EPPI Stage I Targeting Enterprise Process Performance Improvement – Stage I Gap/Value Analysis & Improvement Planning Phase 1- Plan the Project and Review the Plan & Kick-Off the Effort Phase 2- Analyze the Current State for Problem & Opportunity Gaps and Target Improvements and Review the Analysis Phase 3- High-Level (Macro) Design Future State for the Promising Future State and Review the Design Phase 4- High-Level (Macro) Implementation Plan for ROI and Guidance for Stage 2 Guy W. Wallace Pursuing Performance EPPIC Inc

Once You’ve Uncovered the Gaps from a Feasible Ideal – You May Need Deeper Expertise Than You Yourself Have In Order to See the Potential and Likely Costs for Addressing Those Gaps Guy W. Wallace Pursuing Performance EPPIC Inc

EPPI Stage II – Intervention Initiatives Targeting Enterprise Process Performance Improvement – Stage II Intervention Initiatives Planning & Management Revision & Release EPPI II Phase 6 Development/ Acquisition Analysis Design Pilot Test Project Planning & Kick-off EPPI II Phase 1 EPPI II Phase 2 EPPI II Phase 3 EPPI II Phase 4 EPPI II Phase 5 ©2002 EPPIC, Inc. Phase 1- Plan the Project and Review the Plan & Kick-Off the Effort Phase 2- Analyze the Current State in Detail for the Targeted Improvements and Review the Analysis data Phase 3- Micro Design Future State for the Promising Future State and Review the Design Phase 4- Intervention Development and Alpha & Beta Testing Phase 5- Full Destructive Pilot Testing and Review of the Results Phase 6- Final Revisions and Release/Rollout Guy W. Wallace Pursuing Performance EPPIC Inc

EPPI Stage II – Intervention Initiatives Targeting Enterprise Process Performance Improvement – Stage II Intervention Initiatives Planning & Management Process ReDesign IT ReDesign L&D ReDesign Guy W. Wallace Pursuing Performance EPPIC Inc

EPPI Stage II – Intervention Initiatives Targeting Enterprise Process Performance Improvement – Stage II Intervention Initiatives Planning & Management Revision & Release EPPI II Phase 6 Development/ Acquisition Analysis Design Pilot Test Project Planning & Kick-off EPPI II Phase 1 EPPI II Phase 2 EPPI II Phase 3 EPPI II Phase 4 EPPI II Phase 5 ©2002 EPPIC, Inc. Yes – This Is ADDIE-like – a NPD - New Product Development Framework Used for Instruction or Any Intervention-Set But Please Note – Many Organizations Have Their Own NPD Framework – and You Should Always Use That Instead – For Selling & Political Purposes Guy W. Wallace Pursuing Performance EPPIC Inc

2 Stage Approach Guy W. Wallace Pursuing Performance EPPIC Inc

This Book From 2011 Includes Provides a Straw Model of All of the Set of Starter Tasks for Each Phase in both Stage I and Stage II Guy W. Wallace Pursuing Performance EPPIC Inc

Review… The Likelihood of Other Possible Interventions Being Needed Suggests That You Involve Others With the Potential, Broader Expertise From Day 1 On The Project Work Team Guy W. Wallace Pursuing Performance EPPIC Inc

7. Back to the Macro From Macro to Micro and Back
Performance Improvement From Macro to Micro and Back 7. Back to the Macro Guy W. Wallace Pursuing Performance EPPIC Inc

The Process What is Required depends on the balanced Performance Requirements of all of the Stakeholders The Human Assets What is Required depends on both the Performance Requirements and the Environmental capabilities available The Environmental Assets What is Required depends on both the Performance Requirements and the Human capabilities available Guy W. Wallace Pursuing Performance EPPIC Inc

Comment on: The Process The Process Most Likely Has Accepted Business Metrics That Your Improvement Effort Should Impact. Use Those to Determine Gap Values & ROI. Comment on: The Human Assets As the late Geary Rummler preached – give the People the Benefit of the Doubt and 1st Look Elsewhere For Gap Causes (the Process Itself & the Environment) Comment on: The Environmental Assets Once a Gap Here Is Determined As Likely – Look Upstream to the Provisioning Systems for Gaps & Causes in Their Systems (Repeating the Analysis) Guy W. Wallace Pursuing Performance EPPIC Inc

Processes Are Often Invisible Are Often Informal and Not Managed Often Vary From One Use to the Next Are Often Not Measured Are Often at the Root of Gaps Elsewhere What Else Would You Add? Guy W. Wallace Pursuing Performance EPPIC Inc

8. Session Wrap Up & Close From Macro to Micro and Back
Performance Improvement From Macro to Micro and Back 8. Session Wrap Up & Close Guy W. Wallace Pursuing Performance EPPIC Inc

The Session Summary The Big Picture of Enterprise Performance Process Performance Variables Human Performance Variables Environmental Performance Variables Asset Management Systems Improvement Projects Planning & Management Back to the Macro Session Wrap Up & Close Preamble Guy W. Wallace Pursuing Performance EPPIC Inc

Before Ending Q & A Guy W. Wallace Pursuing Performance EPPIC Inc

2 of Guy’s Books On This 1994 Out of Print but Available Used Online 2011 Available Online as a Kindle and Paperback Guy W. Wallace Pursuing Performance EPPIC Inc

Hundreds of Free Resources Are Available At: www.eppic.biz
Audio Podcasts, Videos, Articles, Chapters, Books, Presentations Guy W. Wallace Pursuing Performance EPPIC Inc

This Presentation Is Available As a Free PowerPoint Show
Hundreds of Free Resources Are Available At: This Presentation Is Available As a Free PowerPoint Show In the EPPI Section Near the Bottom of the Page Guy W. Wallace Pursuing Performance EPPIC Inc

Remember… Guy W. Wallace Pursuing Performance EPPIC Inc

Guy has been in the Performance-based Instructional Design and Human Performance Improvement business since 1979 and has been an external consultant since 1982. He has served 85+ Clients and conducted over 250 projects – all aimed at improving business metrics. Guy may be reached via at: Guy W. Wallace Pursuing Performance EPPIC Inc

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