1. Michael Hammer ESD Faculty Seminar March 2005 Enterprise Engineering with Processes or In the Footsteps of Monty Python © 2005 Hammer and Company. All rights reserved.MIT ESD.38J-Faculty 3/05

2. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-2 Some Interesting Results Oil company: filling orders cycle time reduced by 75%, cost reduced 45%, customer satisfaction increased 100% Trucking firm: sales RFP cycle time reduced 95%, win rate increased 70% Consumer packaged goods: product deployment lead time reduced 50%, inventory reduced 25%, backorders decreased 50% Auto insurer: claims handling cycle time reduced 90% Computer firm: product development time to market reduced 75%, development costs reduced 40%, customer satisfaction increased 25% Electric utility: new connections cycle time reduced 90%, personnel required reduced 70% What makes them even more interesting

3. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-3 The Underlying Theme: Process Concept: end-to-end work as opposed to piecemeal work Definition: an organized group of related tasks that work together to create a result of value transformation of inputs into outputs structured purposeful work Some common processes order fulfillment order acquisition procurement demand creation product development plan to produce Themes cross-functional outcome-focused context for activities work, not structure tasks, not people small in number The reality processes are present but unrecognized in every enterprise reversing a 200 year legacy

4. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-4 The Classical Organization Designers: Smith, Taylor, Ford Capabilities: control, planning, scalability Environment: stability and growth Designers: Smith, Taylor, Ford Capabilities: control, planning, scalability Environment: stability and growth

5. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-5 The Old Way CSR Line tester Field service technician Dispatcher

6. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-6 Customer Service as a Process CCA Zone technician

7. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-7 The Old Way Sales Engineering Manufacturing Tooling

8. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-8 Sample Development as a Process Sales and Engineering Manufacturing Tooling Engineering

9. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-9 The Process Approach to Performance Improvement Identify the enterprise’s processes a business model in process terms, driven by strategic goals Measure process performance and set design goals Create high-performance process designs specifying precisely how tasks fit together replacing inherited default designs Implement new process designs after suitable testing including supporting training, infrastructure, and technology Improve process performance on an ongoing basis Improved performance through improved design

10. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-10 The Process Lifecycle Understand source of performance gap Develop intervention plan Set performance target Measure process performance Understand customer needs and benchmark competitors Ensure process compliance Improve execution Improve design Modify design Replace design Design, document, and implement process

11. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-11 The Dimensions of Process Design What tasks are to be performed Who performs which tasks When tasks are performed Whether tasks are performed Where tasks are performed What information tasks employ With what precision tasks are performed

12. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-12 Repeatability formal design Improvability context and process Adaptability a handle for change Accountability ownership Manageability measures and comprehensibility Flexibility separation of work and resources Process Ilities

13. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-13 Representations of a Process Control flow effective for time-oriented changes Information flow effective for information-based simplification

14. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-14 The Old Way P/O Purchasing Vendor Payables Receiving I $ P/O goods

15. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-15 The New Way P/O Purchasing Vendor Payables Receiving $ goods notification

16. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-16 Representations of an Enterprise Organization chart who we are P and L statement how much we make Balance sheet what we own Product catalog what we sell Customer list whom we serve Mission statement what we aspire to

17. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-17 TI Semiconductor Business Process Model Customer Communication Market Strategy Development Product Development Customer Design and Support Order Fulfillment Enablers Manufacturing Capability Development Concept Formulation Product Development Manufacturing Customer Source: Texas Instruments (Reprinted with permission) © 1992 Texas Instruments Inc. All rights reserved.

18. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-18 Desiderata of a Process Model Simple Customer-centric Natural Holistic Precise Comprehensive and all-encompassing Non-hierarchical and non-organizational Processes, not functions Stable, non-product-dependent

19. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-19 An Organizational Model (But Not an Organizational Chart) Owner Coach CUSTOMERSCUSTOMERS Centers of Excellence Processes

20. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-20 Metrics processed-based performance measures Information systems integrated systems to support process work Facilities work spaces to reinforce team work and process flow Human resource systems job descriptions, career models, and compensation systems designed for process performers Management systems budgeting, planning, and financial systems focused on processes Culture attitudes and values of teamwork, customer concern, and personal responsibility Integration mechanisms for ensuring that processes work together as well as individually Aligning with Processes

21. © 2005 Hammer and Company. All rights reserved. MIT EDS.38J-Faculty 3/05 1-21 System simplicity vs. component complexity The Tradeoff