O5.003 (Processes Under Control) ONE MORE TIME - HOW DO I BUILD PROCESSES? - WILLIAM EASTMAN

There is not allot of heavy lifting when building a scalable operation, this is one area that takes work. The payoff is enormous if you make the investment. BTW - you can't get there without building processes.

INTRODUCTION
Today's show is mostly a review of previous sessions we have done on the subject. Use that as a measure of how critical this step in in the early stage of business growth. 

Under Control means you determine how work flows and know the true costs of anything the company makes.

OBJECTIVES

1. How to build a process
2. Who to include

WHAT DO YOU NEED TO KNOW

• EPISODE B.008 PROCESS MAPPING CHECK LISTEPISODE 
• E3.005 MANAGING IMPLEMENTATION OF VALUE MAPPING​EPISODE 
• B3.003 ALIGNMENT OF PROCESSES WITH CUSTOMERS

Who
Managers, Subject Matter Experts (SME), Front Line Employees.
The challenge is building on the past to create the future. The managers or immediate supervisors need to be involved to provide resources and ensure this process fits into the larger organization. SME's bring specific technical expertise to incorporate the latest improvements into the process. Front Line Employees provide a pragmatic filter and a set of hands to get it done. Additionally it builds commitment to the new process.

Resources
Manuals (equipment, software, etc.), Collaboration Software, Competitor Product & Service research, internal defect data, external defect data.

Resource materials are used to identify all of the “musts” of the new process. If the process is complicated and/or being built virtually – flow charting and/or relationship  software (Visio, Mind Mapping, etc.) is essential. Product & Service research, if the selected process impacts either, is necessary to understand what is average and what is exceptional. Defect data, internal and external, is used to look for patterns and identify root causes of problems.

Time: 3-5 weeks
Market Research is the most expensive – hard costs. QFSD is the most technical – requires accurate information (research) and SME's familiar with the process. The major time issue is active participation from the front line to ensure buy in.

Key Terms

• “Should Be” - what the organization believes – what policy requires & best practices built on a clean slate
• “As Is”  - what it actually is – what people are doing
• “To Be” - what is possible – how much of the gap can close between Should Be and As Is
• SME – Subject Matter Expert, either internal or external
• QSFD – Quality/Service Function Deployment – technical method of integrating end user demands with technical requirements, used for designing processes, products, and services.

WHAT DO YOU NEED TO DO
Steps

1. Select the Target Process: Project Manager selects a target process.
2. ​Assemble Process Teams: Simple Projects – Project Manager creates an Action Team to handle the design, building, testing, and finalizing of the new process. Complex Projects – Executive creates a Design Team for research, design, and project management; and an Action Team for building and testing the new process.
3. Create “As Is” Process: Project Manager or Design Team works with employees in the targeted process to determine what they “actually do” and why those steps/methods were chosen.
4. Conduct Market Research: Based upon the output produced from the targeted process  Project Manager conducts research to establish a Benchmark (Should Be) as a starting point.
5. Compare “As Is” to “Should Be” Process: Project Manager or Design Team compares what should be done against what actually occurs to determine the reasons for the difference. This information is critical for designing the “To Be” process.
6. Complete a QSFD: A structured process for creating design specifications based upon user needs and technological requirements. Should include project manager, functional management, subject matter experts, and front line employees.
7. Create “To Be” Process Map: Starting from the As Is, Design and/or Action Team build a process that establishes the company as the LCP (Lowest Cost Producer) or as close as possible.
8. Test “To Be” Process: Action Team tests the new process under real conditions to identify cycle time, costs, and defect constraints in achieving LCP.
9. Upgrade “To Be” Process: Action Team incorporates improvements to reduce costs and cycle time, and eliminate defects until performance standards are achieved.
10. Finalize “To Be” Process: Project Manager or Design Team reviews results from the Testing and Upgrade Steps and “freezes” the final design as a new “As Is”. 
11. Integrate Policy & Procedures: Project Manager or Design Team updates Corporate Policies and Procedures to formalize the new process – creates the new standard – the “As Is” process.
12. Update Position Descriptions: Ensure new and/or revised tasks are incorporated in Position Descriptions for hiring, management, and compensation.
13. Scheduled Review: Each significant process should undergo periodic review to ensure the organization maintains LCP in their market.

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