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Getting From Understanding to Execution: Making Implicit Processes Actionable & Measurable

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Nathaniel Palmer
Nathaniel Palmer
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Angelo Baratta President Performance innovation Getting From Understanding to Execution
What is the constraint? ,[object Object],[object Object],[object Object],[object Object],[object Object]
OrgChart view  Command & Control ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Vantage Point responsibility
Process Vantage Point  Customer View ,[object Object],[object Object],[object Object],[object Object],[object Object],responsibility  accountability 
Performance Management Tools & Techniques (Lean, Root-Cause …) 1 2 3 4
Full Process Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Transform
Anatomy of a process ,[object Object]
Task Method via example ,[object Object],[object Object],[object Object],[object Object],[object Object]
3 Tier Model for Account ability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Output Model
Separate value effort from drag effort – 3 Streams pure waste drag burden Value throughput waste
3 Tiers + 3 Streams = big picture Value Stream Control Stream Failure Stream Actual RE/FM Predicted RE/FM Ideal – Zero Risk
Add controls
Add failure
Org Chart focused view  Task objective bias Functional/Individual objectives
Process Performance Framework change change P D C A
Thank You! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Getting From Understanding to Execution: Making Implicit Processes Actionable & Measurable