1. Process Engineering, Documentation, and EvaluationBy
Tom Gilchrist
SASQAG, April 2015
Tom Gilchrist,

2. 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,

3. Process Black Box/Glass Box Feedback Systems Measures and Tools
Tonight...
Process
Black Box/Glass Box
Feedback Systems
Measures and Tools
Tom Gilchrist,

4. 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).
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5. 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
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6. 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.
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7. “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)
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8. 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?
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9. 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
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10. 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
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11. Process Stages/Phases
New Development
On-boarding New Customer/End User
Sustaining
Decommissioning
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12. 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
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13. Current Processes (Tier 2)
Outside
Group 1
Start
End
Owner
Group
Task
Task
Task
Outside
Group 2
Step
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14. 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
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15. Individuals
"Left to their own, organizations tend to migrate toward individual practice".
Ron Nelson ? In
Out
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16. Black Box E N T R Y E X I T In
Out
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17. 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
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18. Questions/Comments Obligatory Whining and Resistance
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