T.E.A.M. Effort Guide to Continuous Process Improvement

T.E.A.M.
EFFORT
A Primer on Process Management
(A View From The Improvements Team Perspective)
Berling Associates, Inc.
Introduction
The purpose of this presentation is to provide the reader with an orientation to a T.E.A.M.
Effort. T.E.A.M. is an acronym for:
Training ourselves to best do our jobs

Enabling ourselves by acquiring the tools we need to serve our customers
Aligning all of our business processes to serve our customers at a profit
Measuring what we do and continually improve how we serve our customers
at a profit
It is a term that is used to describe a companys effort focused on the improvement of business
processes. At its core, this presentation is a primer on process management. There are references
in certain pages of this booklet to the Knowledge Store. This is a knowledge management
software application which is available from flatbridge, an affiliate of Berling Associates.
This presentation is written as if it is being presented by a company improvement team to its
employees.
Where Do We Want To Go
Integrate the notion of continuous process improvement into our culture, by

continually
Training ourselves to best do our jobs
Enabling ourselves by acquiring the tools we need to serve our customers
Aligning all of our business processes to serve our customers at a profit
Measuring what we do and continually improving how we serve our
customers at a profit
In the near-term, firmly establish the structures to enable the T.E.A.M. Effort
to advance within the company
In the intermediate-term make continuous process improvement an integral
part of the way we do business
Where Do We Want To Go
Through T.E.A.M. We Want To Assist In Building A Company That
1. Invests in people
2. Sets clear standards for performance
3. Has consistent management leadership focused on attaining performance
excellence through a focus on continuous process improvement
4. Holds ourselves accountable for our performance
5. Identifies all activities with a process
6. Measures all process inputs and outputs
7. Has every process consistent with outputs acceptable to the users
8. Does it right the first time
9. Approaches our business with a cross-functional team effort
10. Eliminates waste
11. Has a culture where everyone wants to improve how we do things
12. Puts performance excellence as the focal point of all processes
13. Prevents, not reacts
14. Celebrates good efforts
15. Clearly articulates its values and mission
16. Has clear and consistent communication
17. Has no functional barriers
What Do You Expect From - T.E.A.M.

To Get To Where We Want To Go We Need To Enable Top Management To
Demand Improvement/Demand Results
Demand means a clear expectation of improvement results with clear yardsticks and a
feedback process
Say Improvement Is Not Optional; It Is Mandatory
Doing nothing is not an option. What you do to improve is optional. Failure is not an option.
We will succeed
Focus the Efforts and Energy of the Organization
You cannot stop or cause a river to flow; you can channel the flow in the most productive way
Change the Structure of the Organization to Align with Processes
No restructure for the sake of change; but reorganize around redesigned work
Reinforce the Right Things When They Speak
Constant communication of the right messages will be important during our journey
Be Serious
Continuous process improvement will enable us to win at performance excellence
What Is Our Goal

We Want All Of Our T.E.A.M. Efforts To Result In
Long-term continuous improvement

Proper allocation of process resources
Trust in a cross-functional team environment throughout the organization
Major reduction in micro-management
Production of products and services which are consistently improving
over time
Production of products and services that exceed the needs and
expectations of our customers at a profit
Where Are We Today

To Chart Our Progress We Should Measure Where We Are Now
Control
Leadership
Exclusive (mine, I)
Inclusive (we, our)
Fire Fighting
10
Managing Process
Blame People
10
10
Solve Problems
10
Where Are We Today

To Chart Our Progress We Should Measure Where We Are Now
Opinion
Data (metrics)
Correction
10
Just-In-Time
Reactive
10
Prevention
Just-In-Case
10
Proactive
10
How We Change
Steps To Change
Will today, tomorrow will be more than wished and hoped for
Belief requires knowledge and understanding of tools
Wherewithal requires resources, know how, and know why
Action happens when management creates the system
System For Change
Plan T.E.A.M. work plan for our direction
Leadership problems caused by managers can be fixed by
managers
Information everyone must know roles and responsibilities
Rewards what is in it for me; people perform in relation to the way
they are measured and rewarded
If the message is not loud and clear, people will go back to doing it the way
they have always done it
Our Goal Is Continuous Focus On Improvement

We Will Look Like This When We Are Focused On Performance Excellence
1.
Every manager is member of a management team
2.
Each management team manages the processes through the use of SPC charts or other
metrics
3.
Process improvement team resources are focused on processes that are either out-ofcontrol or not operating at a satisfactory level
4.
Performance excellence (quality and productivity) is the focal point of all processes
5.
Everyones job is continuous improvement to attain performance excellence
6.
Every activity is included in a process
7.
Every process is defined and mapped with measurable inputs and outputs
8.
Every person is trained
9.
Every person knows who his/her process interfaces are and what the standards are for
inputs and outputs
Dimensions Of Performance Excellence

Conformance to specifications hand tool will have the correct weight
Performance refers to a grade of service, typically the number one way
customers think of quality
Quick response measured in delay or elapsed time, i.e. how long a customer
waits on the phone for a live voice
Features elements of our pricing plans
Reliability failure free operation over time
Durability how long our product lasts
Aesthetics beauty and elegance, i.e. of how the tools present before being
picked up
Perceived quality perception based on brand image
Humanity providing customer/vendor support with the right degree of
friendliness, attentiveness, humility, etc
Value what any one is willing to pay for any of the dimensions above
What Process Do We Use

The focus of process management is on the management of business processes
for long-term continuous improvement, not on supervising people for short-term
results
Process management is a methodology for creating and maintaining an
organizations effort so as to deliver performance excellence, continuously
This is accomplished by systematically working with the companys business
processes on a continuing basis
This systematic effort has four phases
Focus
Define
Analyze
Improve
What Process Do We Use

Process Management Highlights
Focus
Define
Identify business concerns

and opportunities
For a managed process,

describe the process
Streamline/standardize
the process
If acceptable, monitor
for opportunities
Obtain input and determine

issues
Establish boundaries of
responsibility
Design data-gathering
procedures
If unacceptable, monitor
for opportunities
Prioritize issues
Identify standards that

address requirements
Collect data
Maintain continuous
feedback
Determine processes that

effect the issue
Determine responsibility for
processes
Deploy to appropriate area of
responsibility
Develop measures with

respect to standards
Analyze
For each measure, is the

process consistent
Improve
If inconsistent, address
special causes
In consistent, evaluate
process acceptability
This is how we manage our processes after all of our processes are mapped
Process Management
A Process is
An activity or group of activities that generate a measurable output
The unique set of activities for which the organization was created
A Process is not
A generic single word for nonspecific activities like
Communicating
Reading
Reviewing
Discussing
Approving
Phase One - Focus
This Systematic Effort Has Four Phases
Focus
Define
Analyze
Improve
Phase One - Focus

Identify Issues And Prioritize Significant Processes
Identify Concerns and Opportunities
Obtain Inputs
Determine Issues
Prioritize Issues
IMPROVE
What Processes Affect The Issue
Who Maintains The Process
Assign The Business Issue
DEFINE
Consider the issues, and the process or processes that drive each issue, then assign the issue to a process team
Identify Concerns And Opportunities

What actively evaluate the internal and external environment
Why to
Focus
IDENTIFY CONCERNS
AND OPPORUTNITIES
Identify concerns and opportunities requiring action

Identify key issues that impact organizational performance
Ensure all issues are identified in a timely fashion
Start with current business issues
How by asking
Were we not meeting requirements?
What things, if improved, would have the greatest impact?
What changes are expected?
What changes are today versus tomorrow?
What causes the biggest day-to-day headaches?
What issues do we address over and over?
Where are our competitors beating us?
Where are we beating ourselves?
Obtain Inputs
What gather input data from internal or external sources
Focus
OBTAIN
INPUTS
Why - to
Align processes with standards for performance excellence
Guide and focus improvement efforts
Learn what problems we cause at process interfaces
Learn to set metrics from the perspective of the customer
How
Internal resources surveys, interviews, frequent visits, etc.
External resources (customers, suppliers, etc.) surveys,
interviews, focus groups, site visits, returns analysis, etc.
Determine Issues
Focus
What combine all inputs to form a single list of issues
Why - to
DETERMINE
ISSUES
Maintain a balanced perspective

Establish a common understanding of the major business issues
Break down complex issues into manageable segments
How
Ask what do you mean by .; what exactly is
Ask why five times
Determine Issues
Asking Why Five Times
Ask: Why does it take so long for a customer to be issued a credit for a return?
Answer: A significant amount of research is required before approval can be given to each credit request.
Ask: Why is so much research required before approval?
Answer: When the returns paperwork is received from the Warehouse, there is no authorization number
recorded and Credit needs to research it before approval can be given.
Ask: Why does the Warehouse accept a return without an approval number on the accompanying paperwork?
Answer: The Warehouse accepts all returns and sends the paperwork accompanying the return to
Credit.
Ask: Why did the customer believe he could return the merchandise in the first place?
Answer: Someone in Customer Support authorized the customer to return the merchandise.
Ask: Why did the person in Customer Support who approved the return not record the return authorization
number and associate it with the original invoice?
Answer: There is not business process in place to do that.
The business issue changes from the first question about the time it takes to issue the credit for the
return, to the larger business issue that there is not a business process in place for collecting the right
information, at the right time.
Prioritize Issues
Focus
What identify the more critical business issues
Why - to
Focus efforts on most important issues
PRORITIZE
ISSUES
Start with the most important issues
How
Review facts, inputs, etc. for each business issue
Identify current impact on business performance
Identify what happens if not addressed
Assign a relative importance, i.e. high, medium,
low
What Processes Affect The Issue

What identify the processes that drive the selected business issue
Focus
Why - to
Ensure the appropriate processes are being proactively
managed and improved
Transition from reacting to issues to improving process
causes of the issues
WHAT PROCESSES
AFFECT THE ISSUE
How
Identify the output associated with the selected issue and then
identify the process that produces that output
Ask, to address this issue
Where in the organization do we start
What outputs are improved by addressing this business
issue, i.e. where is the benefit
Who Maintains The Process

What identify who in the organization is responsible for maintaining
the process underlying the selected business issue
Focus
Why to ensure that teams manage only those processes they are can
directly influence
How by asking
Does it is process require all or most of the team members or
functions they represent to accomplish
Does this process relate to or support this teams mandate
Is this process linked closely to the business activities of the team
If this process were improved, would this team
WHO MAINTAINS
THE PROCESS
Provide the resources

Make the improvements
Initiate the improvement activities
Establish the priority of this process
Does a team lower in the organization have the necessary
authority, resources, knowledge, and experience to improve this
process
Assign The Business Issue
Focus
What determine what team has the proper responsibility and

authority for taking action on the selected business issue and for
managing the process
Why - to
Ensure that all appropriate teams are working on
addressing the identified business issues (some issues impact
many teams)
Reach closure within your team on issues so you can move
forward
ASSIGN THE
BUSINESS ISSUE
How identify the appropriate area of responsibility and assign

the business issues for analysis
Phase Two - Define
Focus
Define
Analyze
Improve
Phase Two - Define

Describe The Process And Set Boundaries Of Responsibility
FOCUS
Describe The Process
Establish Boundaries
of Responsibility
Identify Standards That

Address Requirements
Develop Measures With

Respect To Standards
ANALYZE
Reach a common understanding of process flow, develop appropriate metrics and establish
boundaries of responsibility
Describe The Process

Define
DESCRIBE THE PROCESS
What
Create a chronological map of the way that work, materials, information,
paperwork, etc. moves through a process
Describe how work is currently done or how new processes will operate
Why - to
Provide basis for common understanding of how processes operate
Map interrelationships of process activities in a natural flow of inputs through
transition to outputs
Assist in defining boundaries of responsibility leading to identification of internal
and external process interfaces
Assist in determining where measures can be applied to analyze processes
Set the stage for process analysis and improvement
How through process maps and other documentation

Establish Boundaries Of Responsibility

Define
ESTABLISH BOUNDARIES OF
RESPONSIBILITY
What define managerial boundaries within/between organizations
Why - to
Clearly establish primary responsibilities for process management
Understand where responsibilities begin and end
Avoid multiple management processes
How assign responsibility to those teams which naturally own the process due
to location in organization, nature of organization responsibilities, etc.
Identify Standards That Address Requirements

Define
IDENTIFY STANDARDS THAT
ADDRESS REQUIREMENTS
What - define the standards to quantify process performance
Why to establish performance criteria to attain performance excellence
Definitions
Customer requirement a want or need associated with a product or service as
expressed by characteristics and specifications
Standard a quantified representation of expected process performance
necessary to meet and/or exceed customer requirements
Develop Measures With Respect To Standards

Define
DEVELOP MEASURES WITH
RESPECT TO STANDARDS
What determine what measures will be used to measure the standards for
performance excellence
Why
If you do not measure it, it will not improve
Simple metrics help all teams to focus
How
Think like a customer, i.e. quality and service
Think like a business manager, i.e. cost, productivity and yield
Select a few precise metrics that will tell you how a process is performing
Phase Three - Analyze
Focus
Define
Analyze
Improve
Phase Three - Analyze

Utilize Measures To Understand Process Behavior With Respect To Requirements
DEFINE
Streamline the Process
Design Data
Gathering Procedures
Collect Data
Evaluate Process for

Acceptability
Take Steps to Address

Process Issues
IMPROVE
Ensure Each Measure Is

Consistent
Streamline The Process

Analyze
STREAMLINE THE PROCESS
What analyze and simplify the process

Why to
Immediately make any obvious improvements
Avoid improving activities that are better eliminated
Enhance an activities that need to be
Identify and eliminate differing methods by creating standard processes where appropriate
How
Evaluate the process looking for: duplication of effort, bottlenecks, rework loops,
ambiguous accountability, complexity
Review each activity asking: can it be eliminated, can it be combined, can it be performed
somewhere else more effectively, can it be error-proofed, can it be standardized
Modify the process in order to: simplify, augment, eliminate non-value added activities,
standardize, reduce throughput time, error proof, eliminate bottlenecks, etc.
Design Data Gathering Procedures

Analyze
DESIGN DATA GATHERING
PROCEDURES
What determine when, where, and how data should be collected

Why to ensure data will be collected in an efficient and effective manner
How
Consider the practical aspects of data collection
Who will collect the data
How will the data be collected
How frequently will data be collected
How much data will be collected
How much does the data collection cost
How will the data be analyzed
Are special forms required
Will people need training in data collection
Verify the quality of the data
Collect Data
Analyze
COLLECT DATA
What collect, tabulate, and display data according to defined procedures
Why - to
Provide an objective basis for evaluating the consistency and acceptability of the
process
Provide base line data of process performance
Provide data to guide improvement activities
How using tools to gather data, i.e. check sheets, data forms, run charts, control charts
Ensure Each Measure Is Consistent

Analyze
ENSURE EACH MEASURE IS
CONSISTENT
What determine if the process is operating in a stable predicable manner with respect with each metric
Why - to
Distinguish between the need to address a special cause and fundamental process improvement
Determine if we can predict the future behavior of the process with respect to each measure
Permit more effective use of process improvement resources by correctly distinguishing between
common and special causes
How
Analyze the data with the appropriate methods and proceed accordingly
Be careful not to address symptoms versus underlying causes
Evaluate Process For Acceptability

Analyze
EVALUATE PROCESS
FOR ACCEPTABILITY
What compare process performance to the standard established
Why - to
Determine if the process is currently meeting the established standards
Provide information to assist in prioritizing improvement efforts
How
Compare process performance against established standards for each metric
For each metric determine if the process is currently and will continue to meet the standard
Take Steps To Address Process Issues

Analyze
TAKE STEPS TO ADDRESS

PROCESS ISSUES
What take appropriate action to identify and eliminate root causes of process inconsistency
Why - to
Prevent the reoccurrence of undesirable process behavior
Identify causes of desirable process behavior and incorporate into standard methods
Achieve consistent, predictable process behavior
How
Apply problem solving techniques to address the process inconsistency
Take action to
Eliminate the cause (bad thing)
Incorporate the cause (good thing)
Phase Four - Improve
Focus
Define
Analyze
Improve
Phase Four - Improve

Continually Enhance Process Performance
ANALYZE
Is the Process
Acceptable
Improve the Process
Identify the
Opportunity
Maintain Continuous
Monitoring
FOCUS
Is The Process Acceptable

Improve
IS THE PROCESS ACCEPTABLE
What determine if process performance is acceptable to the organization

a this point in time
Why to prioritize improvement efforts
How
For each metric, assess
Feasibility for improving the process
Negative effects of continuing without improving the process
Benefits of improving the process
Consider other activities underway
Decide if the process is acceptable at this point in time; if
Yes proceed to monitor for future opportunities
No proceed to take necessary steps to improve
Improve The Process

Improve
IMPROVE THE PROCESS
What develop and implement plans to address the improvement opportunity
Why - to
Address the identified opportunity with respect to one or more of the
standards
Increase customer satisfaction, at a profit
How
Decide what resources are required, i.e. skills, personnel, money,
equipment, time, etc.
Decide who should improve the process
If a process team, designate it
Use the problem solving process to close the gap between current and
desired performance
Identify The Opportunity

Improve
IDENTIFY THE OPPORTUNITY
What decide if an appropriate opportunity exists for improving an existing

process or developing a new process at this point in time
Why to properly direct and prioritize improvement efforts on a continual

basis
How each organization unit regularly assesses the results of on-going

monitoring to decide if any of their processes present an opportunity at this point
in time; if
Yes proceed to take necessary steps to improve
No proceed to maintain continuous monitoring
Maintain Continuous Monitoring

Improve
MAINTAIN CONTINUOUS
MONITORING
What
Obtain continuous information monitoring current process performance
Ensure customer needs and wants are continually reflected in performance standards
Why - to
Maintain performance excellence as a mantra
Stay abreast of changing customer needs and wants
Provide current information for prioritizing opportunities
How each organization unit must gather feedback on a continuing basis either directly or
from other sources, i.e. customer surveys, complaint analysis, returns analysis, etc.
The Tools We Use
We have a unique set of tools and vocabulary we use as we undertake our process
management activities
These tools enable us to have consistency across our documentation and analytical
efforts
Process measurements provide a basis for decision making and take work to
properly define
Lexicon Of Our Jargon

We Have A Common Language In Our Process Management And Improvement Efforts
Activity - Details of a process which focus on roles and objectives. Questions answered include: Who gets the work done?
When is an activity started?
Business Rule - Boundaries or requirements for a process, typically expressed as an If then statement. Example: If an order
is received before 5:00, then it must be entered into the system that day. Business Rules can delineate responsibility, identify
deadlines, and codify reasons behind actions.
Capability Inventory - List of what skills and knowledge is available to an individual filling a position.
Capability Requirement - List of the skills which a person must have in order to perform all tasks associated with an activity,
procedure, or work step.
Current State - The way a process is done today, regardless of whether that process is efficient or effective.
Error - Any adverse impact to those dependent on the process, regardless of whether they are internal to Mizuno or external, like
the customer. Errors may be potential or actual depending on whether the impact is certain or not.
Future State - The process as it will be after changes are affected to the Current State. The future state is designed to resolve
and correct specific Errors.
HR Training - Activities which must take place to narrow any gaps between Capability Inventory and Capability Requirements.
Implementation - Making changes to change a process from Current State to Future State. The execution of a to-do list.
Input - Where information is coming from. An input can be another process or part of a process, a person (such as a customer
calling), or a computer system.
Lexicon Of Our Jargon
Interface - Method of exchanging information. This can be via computer communication, telephone, mail, fax, or face-to-face
communication. Interfaces can be In or Out, depending on the direction of flow of information.
Metric - Measurement by which a process or part of a process is measured. Must be a unit of time, currency, count, percentage,
or amount.
Modification (Mod) - Change to a system, often required by a process change.
Objectives - Goal, or why a process or part of a process is being done.
Output - Information or product created by a process or part of a process.
Procedure - Task level of a process. Procedures are combined to form Activities and are further detailed by Work Steps.
Process Map - Visual representation of a process or part of a process. Used to identify the flow of communication and
information flow within a process. Also shows decision points and handoffs between those involved in a process.
Team Leader - Individual responsible for collecting information, mapping, analyzing, and re-engineering a particular process.
Team Member - Individual responsible for documenting the Current State of parts of a process at the activity level and below.
Template - Form used for collecting information about a process or part of a process. The template acts as a reminder of what
information will be entered into the system, especially after an interview.
Training Requirement - Difference between Capability requirements and Capability Inventory. Those skills required for a
process which are missing.
Work Step - Lowest level of the process hierarchy, focusing on individual physical movements.
Hierarchy For Process Management

We Have A Common Organization Hierarchy For Our Documentation Of Process
Level
Focus
Example
Answers
Group
Collection of related
processes
Process
Relationships and
dependencies
Process orders
Activity
Roles and objectives
Customer calls; CS rep

enters an order
Procedure
Tasks
Confirm customer
information
What?
Work Step
Physical movement
Search on last name;

confirm address; confirm
call back number
How?
Why?
Who? When?
Work Step is the lowest level in the hierarchy, focusing on individual physical movements
Hierarchy For Process Management

Information We Collect Is Organized Within Our Hierarchy
Item
Process Group
Process
Activity
Procedure
Work Step
Name
Chart
Objectives
Assigned To
Documents
Suggestions
To Dos
Issues
Notes
Display Order
Triggers
Staff Position
Excel Spreadsheet
Inputs, Outputs, Interface In, Interface Out,

Metrics, Errors, Business Rules, Capacities,
Description, HR Training
Process Maps Document Our Work
Process maps are chronological pictures of the way that work, materials, information, paperwork, etc.
moves through the process. These maps are used to describe how work is currently done or to identify
how new processes will operate.
Process maps
Provide a basis for a common understanding how processes operate
Map interrelationships of process activities in a natural flow of inputs through transition to
outputs
Assist in defining boundaries of responsibility leading to identification of internal and external
interfaces
Assist in determining where measures can be applied to analyze processes
Set the stage for systematic process analysis and improvement
To draw these maps we use certain symbols consistently
Symbols We Use
Our Symbols Are Our Shorthand
Flow to/from outside flow
Trigger
Ref.
External reference this allows links to be made to and

from other flows. This other flow should be referenced
inside the oval, and there should be a corresponding
reference within the other flow.
Starts or kicks off a series of actions. A trigger is often a

condition (inventory available) or an action (call from
customer support)
Local reference allows flow to jump across a diagram

without the use of long lines. A reference of A jumps to
corresponding A reference circle.
Symbols We Use
Action
Decision or
Question
Defined
Action
A task to be completed. Define work done in terms of

verb-noun combinations, e.g. scan barcode.
Allows the flow to follow different paths depending on

the outcome of the decision or question. May have more
than two outcomes.
Summarized action presents the full details of the

action defined elsewhere, with the name indicated here.
This allows steps common to more than one flow to be
defined once and re-used where necessary.
Creating The Process Maps We Use

12 Easy Steps In Drawing A Process Map
1.
Define the process, activity or procedure to be mapped.
2.
Assemble the right team members, usually consisting of a process mapper and the
individuals who are involved in the process, activity or procedure to be mapped.
3.
Establish the boundaries (the beginning and end points) of the process, activity or procedure.
4.
Identify the steps within the process, activity or procedure.
5.
Determine what is in scope. Identify related processes, activities or procedures, especially

focusing on the interface points.
6.
List the individual steps.
7.
Determine who performs the operation, and list the responsible workers or areas across the
top in a separate column.
8.
Put the steps in order.
9.
Place each step in the appropriate column under the workers or areas.
10.
Connect the steps.
11.
Assign the appropriate symbols.
12.
Review.
Creating The Process Maps We Use

A Clear Concise Visual Of Our Operations
Interface In
Step 1
Decision 1
Step 2
Step 3
Step 1A
Interface Out
The symbols and words from our lexicon help us to communicate effectively and efficiently
Interpreting The Process Maps We Use

Once The Process Map Is Drawn Think About It In The Following Ways
Determine who is involved in the process, activity or procedure

Form theories about root causes of issues with the operation
Identify ways to streamline the operation
Determine how to implement changes to the process
Locate cost-added-only steps
Provide training on how the operation works
Interpreting The Process Maps We Use

Bottlenecks Points in the operation where it slows down may be caused by redundant or unnecessary steps, rework, lack or
capacity or other factors.
Weak Links Steps where problems occur because of inadequate training of process workers, equipment that needs to be
repaired or replaced, or insufficient documentation.
Poorly Defined Steps Steps which are not well-defined may be interpreted and performed in a different way by each person
involved leading to process validation.
Cost-Added-Only-Steps Such steps add no value to the output of the process and should be marked for elimination.
Examine Each Division Symbol Collect data on how often there is a yes or no answer at decision points marked by
diamond-shaped symbols. If most decisions go one way rather than the other, you may be able to remove this decision point.
Examine Each Rework Loop Processes, activities and procedures with numerous checks generate rework and waste.
Examine the activities proceeding the rework loop and identify those that need to be improved. Look for ways to shorten or
eliminate the loop.
Examine Each Activity Symbol Does the step help build a key quality characteristic into the end product? If not, consider
eliminating it.
Investigate Those Developing The Process Map
To see if they have drawn it to represent the process, activity or procedure as they envision it versus the process, activity
or procedure as it is.
To see if those developing the map have depicted the obviously illogical parts of the operation. These are often not
documented for fear of being called upon to explain why they allowed the process, activity or procedure to be that way.
Investigate The Process Map To see all rework loops are documented. Rework loops are either not seen or documented because people assume that
rework is small or inevitable.
To ensure that the group developing the map truly understands how the operation works.
A Detailed And Structured Methodology Drives Our Process Review

Task
Complete
Our Standard Approach For Process Review
Identification of Process, Activites and Procedures

1
2
3
4
5
6
7
8
Identify Process Owner

Gather existing materials and enter into Knowledge Store
Conduct appropriate system training with Team Member on entering Process information
Confirm Process is entered into Knowledge Store
Identify Activities performed and Objectives of Activities
Confirm Activity information is entered into Knowledge Store
Identify Procedures and related information
Confirm Procedure information is entered into the Knowledge Store
Definition of Detail Work Steps Performed
9
10
11
12
13
14
15
16
17
18
19
20
Identify Work Steps for each Procedure

List supporting information for each Work Step
Confirm Work Steps and supporting information entered into the Knowledge Store
List Business Rules
Confirm Business Rules entered into Knowledge Store
Complete Capabilities List (Minimum Expectations)
Identify current metrics and Business Control Processes and make suggestions for enhancements.
Record current metrics and error definitions at workstep level of Knowledge Store.
Notify Project Manager that process is complete
Verify contents of Knowledge Store and conduct QA procedures
Create and review "Current State" Activity-Level and Procedure-Level Process Map
Upload Current State map to the Knowledge Store

A Detailed And Structured Methodology Drives Our Process Review
Ideas for Change in Process and Identification of Immediate Training Needs
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32
33
Create "Future State" Activity-Level and Procedure-Level Process Map

Make Process Maps available in Knowledge Store
Generate Re-Engineering To-Do List in Knowledge Store
Generate Other To-Do List in Knowledge Store
Document training requirements in the Training Section.
Identify major issues to be reviewed with Team Leaders
Generate Action WorkPlan for each issue
Add appropriate suggestion/observations/to do's for enhancements.
Review all documentation with Team Leaders
Review all supporting materials with Team Members and update as appropriate
Review and correct "Future State" Map
Check interfaces in Future State map with other processes
Test Processes
Review of KS Content and Future Work Plans
34
35
36
37
38
Review process changes with Team Leaders

Update Process Maps
Review To-Do lists
Review related comments in General Observations database
Update / create job description on HR site.

Our Approach Is Process Oriented
Process Summary
Process List
List of Processes
List of Activities
Activity Summary
Sheet
Procedure Form
Process Mapping
Objectives, Triggers,
List of Procedures
List of Work Steps,

Inputs, Outputs,
Interfaces
"Current State" Process

Maps
Capability
Requirements
Business Rules
Capability
Inventory
Metrics
Implementation of
Process
Improvements
Forms and
Documents
Process Analysis
Training Needs
(Business & System)
Process Improvements
Errors
Process Mapping
Our approach for our initial process documentation and fact

gathering is designed to build the Knowledge Store and to identify
the low hanging fruits for change. It also sets a path for further
investigation through its use of Business Issues, To Dos, etc.
Additionally, our process lets people begin to become acquainted
with process management
"Future State" Process

Maps
Re-engineering
To-Do List
Other To-Do List

Numerous Templates Are Available To Assist In The Data Gathering Process
Interview Checklist
Date:
Interviewer:
Interviewee:
1.
Identify Process Owner
2.
Gather existing materials and enter into Knowledge Store
3.
Conduct appropriate system training with Team Member on entering Process information
4.
Confirm Process is entered into Knowledge Store
5.
Identify Activities performed and Objectives of Activities as they relate to the procedure
6.
Confirm Activity information is entered into Knowledge Store
7.
Identify your Procedure and specify related information including job position.
8.
Confirm Procedure information is entered into the Knowledge Store
9.
Identify Work Steps for each Procedure
10.
List supporting information for each Work Step
11.
Confirm Work Steps and supporting information entered into the Knowledge Store
12.
List Business Rules
13.
Confirm Business Rules entered into Knowledge Store
14.
Complete Capabilities List (Minimum Expectations)
15.
Identify current metrics and Business Control Processes and make suggestions for enhancements.

16.
Record current metrics and error definitions at work step level of Knowledge Store.
17.
Notify Team Leader that process is complete
18.
Verify contents of Knowledge Store and conduct QA procedures
19.
Create and review Current State Activity-Level and Procedure-Level Process Map
20.
Upload Current State map to the Knowledge Store
21.
Create Future State Activity-Level and Procedure-Level Process Map
22.
Verify Process Maps available in Knowledge Store
23.
Generate Re-Engineering To-Do List in Knowledge Store
24.
Generate Other To-Do List in Knowledge Store
25.
Document the minimum training required to perform the work steps in the training section of the template.
26.
Identify major issues to be reviewed with Team Leaders
27.
Identify current training needs
28.
Generate Action Work Plan for each issue
29.
Add appropriate suggestion/observations/to do's for enhancements.
30.
Review all supporting materials with Team Members and update as appropriate
31.
Review and correct Future Step Map
32.
Check interfaces in Future State map with other processes
33.
Test Processes
34.
Review process changes with appropriate parties
35.
Update Process Maps
36.
Review To-Do lists
37.
Review related comments in General Observations database
38.
Update / create job description found on HR site.


Procedure Template
Name:
Procedure Name:
Number
Work Step
Input
Output
Interface With
Metrics
Business Rules
Capabilities
Notes
Triggers

Activity Summary
Name:
Activity:
Objectives:
Trigger:
Number
Procedure Name
Who Performs(position)

Errors Identified
Name:
Number
Error Description
Error Type (s)*
Error Source
*Error Types: system, process (including communication), training/knowledge, external (i.e. supplier)

Issues Identified
Name:
Number
Issue

General Observations
Name:
Number
Observation

To-Do List
Name:
Number
To Do
Assign To/ Follow-up
Completion Date
Analytical Tools Beyond Maps

A Process Is Some Combination Of The Below
Methods
Materials
Machines
Process
People
Environment
Output
Measurement
Some combination of methods, materials, machines, people, environment and measurement is

used together to perform a service, produce a product or to complete some other task
We focus on variations within each of these elements to understand how to influence process

Six Primary Tools Of Process Analysis
Process flow chart track the flow of the product or service through all steps and stages
Pareto analysis plot disturbances (i.e. defects, late deliveries, errors) at every point in the
process flow; select the worse case (longest bar on the Pareto chart) for further study
Fishbone chart make the worst case the spine of a fishbone chart. Secondary causes
become secondary bones connected to the spine. Tertiary causes connect to secondary causes.
Begin experiments on extremity bones
Histograms sometimes it is useful to measure a process characteristic perhaps one of the
extremity bones and plot the measurement data on a histogram. The shape provides clues to
causes
Run diagrams and control charts in many cases it is valuable to plot measured process data
for critical characteristics on run diagrams and SPC charts
Scatter diagrams and correlation when the process is in statistical control, it is time to
consider improving it. One way to investigate things to be improved is by changing something
and seeing what happens. The changes and the results go on scatter diagrams, to be checked for
correlation. A good correlation is a hit; it identifies a likely cause and candidate for
improvement
These tools are not for design and quality engineers, but are for average personnel with a
bit of math education

Histogram
Number of Times Observed
Number or Cost of
Problems Experienced
Prateo Chart
14
12
10
8
6
4
2
0
A
12
10
8
6
4
2
0
1
Type of Problem
Shows magnitude of each of several effects; helps

focus effort
People
selection
10
training
supplier
type
0
1
Equipment
age
maker
Shows distribution of some variable; helps

identify patterns
Scatter Diagram
Observed Value of Variable 2
Observed Value of Variable
Observed Value of Variable 1
Shows associations between two variables; helps to

identify possible cause-effect relationship
time
Variation in
parameter
pressure
Material
Procedure
Shows possible causes of problem; aids in hypothesis

generation

Statistical techniques (metrics) and concepts are the best methods to help us
describe, understand, study, control and eliminate variation
Statistical tools alone do not cause process improvement; they merely communicate
information about process behavior and are typically placed on the inputs and outputs
from a process
Our management system provides the
Ability to hear what is communicated
The training to understand what is communicated
The instructions about what to do and who is responsible when
communications are received
We do this so we can
Produce products or services over time which are consistent
Produce products or services that meet the demands of our users (customers)
Do the above at an economical cost
Develop Process Measurements
Measures provide
An objective basis for decision making
A baseline for improvement efforts
Agreed upon evaluation standards
Understanding of cause and effect relationships
Views to process capability
Before we establish measures we need to
Understand what it is we want to measure
Understand what it is we are measuring
Understand why we are measuring and what we want to improve
Dedicate resources to develop and maintain the measures
Communicate what we are attempting to accomplish with the measures
The Details Of Process Measurements

Development Of Measurements Is A Time Consuming and Thoughtful Process
A. Determine a Specific Purpose
1. What is the purpose of the measures?
D. Identify Monitoring Parameters

Who
2. Is the purpose clearly understood by all involved?
1. Who will collect the data?
3. What will we learn from the measures?
2. Who will write on the process log?
4. How will this information help us with our business

issues?
5. Will this information aid future efforts for process
improvement?
B. Decide What Part of the Process to Monitor
1. Is it critical to our quality and service goals?
2. Will it tell us if we are improving?
3. Does this variation source have any effect on other
process steps?
4. Do we have responsibility for the sequence of activities
within the process?
C. Decide Which Process Variables to Monitor
3. Are all shifts involved?

4. Is any training required?
5. Who will coach the people involved with data
collection?
What and Where
1. What type of chart or data sheet do we want?
2. Are special forms needed for data entry?
3. Where will the blank data forms be kept?
4. Where will in-use data forms be kept or posted?
5. Is proper workspace available?
6. Who else needs to see this data?
1. What variables effect the operation or service?
7. Does everyone know how to interpret the information?
2. What are the daily inputs to the process?
8. What corrective actions should be taken?
3. What expected or unexpected changes, maintenance or

stoppages occur in the process?

E. Determine if Data is Already Available
4. Does the data require any further analysis or calculations?
1. Doe we believe the data available is accurate and

representative of the process?
5. Who will put together any additional information?
2. Is this effort an unnecessary duplication of something that

has already been done?
7. Where will used data forms be kept?
3. Is available data adaptable to what we want to find out?

4. Can available data provide us a base from which to start?
F. Coordinate Process Improvement with All Areas Effected
1. Has the effort been adequately coordinated with other
organizations being effected?
6. Who else needs to see this data?
8. How will all this information be brought together and stored

so that it will be available for analysis or reference?
9. Who should be contacted if a problem or question should
arise?
When
1. How often should the data be collected?
2. Have people from all needed areas of expertise been

involved?
2. Do the scheduled time intervals allow the greatest amount

of information about the process behavior to be collected?
3. Has budget authorization for the effort, if necessary, been

coordinated?
3. Do the times accommodate all shifts?
G. Analyze Data
1. Does the data collector(s) understand and utilize the data?
2. Is the data readily available to anyone involved with
improving the process?
3. How often will the group review this information together to
formulate action plans?
4. How many pieces will be checked at each interval?

Where
1. Which process operations will produce needed samples
during data collection and monitoring?
2. Why were they chosen?
3. Does any of the incoming material to this machine/process
need to be monitored as well?

How
1. How will measurements be taken?
2. What measuring device will be used?
3. Is all equipment calibrated?
4. Has everyone been trained in measuring with and reading this device?
5. What degree of numerical accuracy is required?
6. What could interfere with or reduce accuracy with measuring or reading?
7. What calculations will be made?
8. How will this information be plotted or charted?
9. Who will double-check accuracy occasionally?
10. How will this information help us to improve the process, the quality of the product or
work smarter?
H. Pursue Action Plan
1. What alternative plans of action have been considered to improve the process based on the
data?
2. What measurement items have you selected to judge if you are improving?
3. What problem solving tools will be utilized based upon the story told by the data obtained?
How It All Works Together

Define the Process
1. What is the Process?

(Process Map)
2. What is it currently doing?
Investigate Process Behavior
(Control Chart/Metrics)
Not Consistent
Consistent
Unacceptable
3. What do we want it to do?

(Process Operating Consistently)
4. How do we get it there?

(Change the Procedure or Business Rule)
Problem Solve
Until Process Is
Consistent
Introduce
Change
Establish A Project
Team To Improve
The Process
Introduce
Change
The Goal
Acceptable
Monitor Process For

Continuous
Improvement
Opportunities
Continuous
Improvement Loop
Over time a process in control is stable, subject to only common causes of variation, and predictable
Currently much of our effort is focused at A, with our processes in control our focus changes to B
allowing us to manage the business versus reacting to problems
What Structure Do We Use To Move Forward

The Management Team is the current Steering Committee for the T.E.A.M. Effort. Over time the
steering committee will be reduced in number of members and will report directly to the president.
The T.E.A.M. Leaders Team (TLT) are the operating arms and legs of the Steering Committee.
The team is co-led, and for the time being report to the president. In addition to the co-leaders, the
team has representatives from most of the major organization units. These representative are the
owners of the business processes within the organization.
Project Teams will be formed to review and analyze business processes. These teams will
typically be cross-functional and will be convened to focus on a particular issue. A T.E.A.M.
Leader will typically head this team or will oversee/coordinate its activity.
The work of the Project Teams will typically be scoped and scheduled by the TLT. The range of
projects for a rolling six-month period will be maintained by the TLT. This project plan will be
approved by the Steering Committee. Ad hoc projects will arise from time to time and can be
scheduled by the TLT. The projects will be typically driven by business issues that arise or
identified improvements that need to be made.
The organization units as defined in the organization chart do not change. A primary goal of the
TLT is to transfer knowledge about process management and measurement tools to the members
of the organization units. Over time the organization unit personnel will be enabled to do more and
more of the process analysis work.
Steering Committee
This is an executive level management team that currently includes the president and his
direct reports. Over time the Steering Committee will transition to a smaller team of
executive management members, which will report to the president.
This team provides focus for the T.E.A.M. effort throughout and across the organization.
This team creates the organization-wide top level metrics for performance excellence.
This team must continue to visibly change its behavior to demonstrate cross-functional
and team management.
This team eliminates command and control techniques and installments practices to
empower employees.
This team has primary control, overall responsibility for the T.E.A.M. Effort.
This team meets regularly, no less than monthly, to manage its processes.
This team becomes the primary advocate for performance excellence.
This team reconciles vision, mission, strategy, plans, roles within the organization.
Steering Committees Charter

Build Division Level Management
Awareness and Understanding of T.E.A.M.
T.E.A.M. will flounder if

Become the Exemplar for CrossFunctional Behavior
Provide Guidance in the Development

of the T.E.A.M. Direction
Assist in Identifying Key Measures of

Success for T.E.A.M. and Business
Review and Approve T.E.A.M. Plan
Provide the Resources and Time

Commitments for the Plan
Steering Committee is not an aggressive

advocate
The organization does not sense the level
of commitment and the seriousness of the
effort
The work of all in the organization
toward this effort is not recognized and
lauded; (this work is on top of their existing
duties)
The T.E.A.M. Effort is owned by the
Steering Committee; the T.E.A.M. Leaders are
the arms and legs of the Steering Committee
Become a Vocal T.E.A.M.Advocate

T.E.A.M. Leaders Team
Made up of the owners of the business processes or their designees

Led or co-led by one or more of the members of the team
This team reports to the Steering Committee and is the execution vehicle
for the process management programs of the Steering Committee. As such,
this team is responsible for the oversight of the execution of business process
improvement activities
Is the conduit for information from the organization units regarding
business process improvement and measurement priorities to the Steering
Committee
The Team Leaders Charter

Map All Significant Business Processes
and Identify Measures Inputs and Outputs
Develop Measures and Data

Gathering Procedures
Reconcile Processes and Measures
Initiate Data Collection with Metrics

and Process Charts
Develop Control Strategies for the

Operation of Processes
Obtain Feedback from Interface Points

on performance excellence
T.E.A.M. Leader effort is intensive

These steps lay the foundation for
continuous improvement implementation
By taking the organization unit members
through this process they will be
indoctrinated in the process management and
continuous improvement effort
Organization unit members will receive
certain training during this period
At the conclusion of this process
organization members will be able to assume
ownership of the process improvement effort
Allocate Resources for Improvement

Based on Feedback on Performance
Expectations For T.E.A.M. Leaders

Our T.E.A.M Leaders Will Require Development As They Become
The business process owner from his respective organization unit
T.E.A.M. Effort facilitator/coordinator for the process improvement efforts within or associated with his
organization unit
Coach
The members of his organization unit helping to identify the most feasible and economically beneficial
process improvement projects
The project teams within his organization unit and across the company as they undertake their activities
Internal consultant
Help transfer knowledge about particular business processes to others in the organization
Assist in leading certain project teams in their business process improvement efforts
Trainer
Contribute to training design and development
Help conduct training needs assessments
Teach certain aspects of business process documentation, measurement and improvement
Change Agent/Champion - A general advocate and supporter of the T.E.A.M. Effort and all it entails
Project Team
These teams are composed of employees with knowledge and multiple skills which
are sometimes deeper that the members of the T.E.A.M.Leader Team.
These teams are typically cross-functional in composition and the membership is
dictated by the nature of the project to be executed.
The teams include specialists or generalists from across the organization without
regard to organization position of the individual. The need of the project tasks drive the
skill sets assembled by the team.
The charter of the team is very specific and bounded. The time frame for the life of
the team is typically under six-months.
A very specific and measurable team goal is specified.
After achieving the goal the team is disbanded.
As new projects are identified, new teams are constituted.
The work this team does can typically described as: study the process, apply process
improvement analysis techniques, innovate a solution, implement changes within the
project scope, prove results with measurable data, share their experience.
Suggested Readings And References

The Quality movement has been prominent in the United States for over 25 years. During that time an
uncountable number of articles have been written, many many classes have been taught, and numerous
quality teams have made improvements to business processes. As a result, the depth and breadth of
reading materials and reference books on the topic of Quality have grown exponentially. The authors of
these materials have borrowed from each other as they have documented the approach to and the tools of
quality. What has been outlined in this compendium includes ideas and techniques documented by those
before us. Please find below a listing of places you might look for additional information on the Quality
movement.
Out of Crisis; W. Edwards
Deming
Kaizen; Masaaki Imai
Guide to Quality Control; Kaoru

Ishikawa
Managerial Breakthrough; J.M.

Juran
What Is Total Quality Control?

The Japanese Way; Kaoru
Ishikawa trans. David Lu
The Man Who Discovered

Quality; Andrea Gabor
Quality Is Free; Philip Crosby
Today and Tomorrow; Henry

Ford
Taguchi Technologies for

Quality Engineering; Phillip
Ross
The Memory Jogger; Goal;

Michael Bassard
Measuring Up; Hall, Johnson,

Turney
The Change Masters; Rosabeth

Kanter
Various Publications; Tennessee

Associates
Dynamic Manufacturing; Hayes,

Wheelwright, Clark
World Class Manufacturing;

Richard Schonberger
Various Publications;
Organization Dynamics, Inc.
Building A Chain Of Customers;

Richard Schonberger
Market Driven Quality; IBM
Leadership Through Quality;

Xerox
Total Customer Service;

Davidow and Uttal
The Goal; Eliyahu Goldratt
Contact Information
Rob Berling
Berling Associates
550 Pharr Road
Suite 212
Atlanta, GA 30305
Tel. 404.365.9836
Fax. 404.365.9837
Email: rberling@bellsouth.net
www.berlingassociates.com

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T.E.A.M.

Berling Associates, Inc.

Training ourselves to best do our jobs

Berling Associates, Inc.

Integrate the notion of continuous process improvement into our culture, by

Berling Associates, Inc.

What Do You Expect From - T.E.A.M.

Berling Associates, Inc.

What Is Our Goal

Long-term continuous improvement

Berling Associates, Inc.

Where Are We Today

Inclusive (we, our)

Berling Associates, Inc.

Where Are We Today

Berling Associates, Inc.

Berling Associates, Inc.

Our Goal Is Continuous Focus On Improvement

Every manager is member of a management team

Everyones job is continuous improvement to attain performance excellence

Every activity is included in a process

Every person is trained

Berling Associates, Inc.

Dimensions Of Performance Excellence

Berling Associates, Inc.

What Process Do We Use

Berling Associates, Inc.

What Process Do We Use

Identify business concerns

For a managed process,

Obtain input and determine

Identify standards that

Determine processes that

Develop measures with

For each measure, is the

Berling Associates, Inc.

Berling Associates, Inc.

Phase One - Focus

This Systematic Effort Has Four Phases

Berling Associates, Inc.

Phase One - Focus

What Processes Affect The Issue

Who Maintains The Process

Assign The Business Issue

Identify Concerns And Opportunities

Identify concerns and opportunities requiring action

Berling Associates, Inc.

What gather input data from internal or external sources

Berling Associates, Inc.

What combine all inputs to form a single list of issues

Maintain a balanced perspective

Berling Associates, Inc.

What identify the more critical business issues

Start with the most important issues

Berling Associates, Inc.

What Processes Affect The Issue

Berling Associates, Inc.

Who Maintains The Process

Provide the resources

Assign The Business Issue

What determine what team has the proper responsibility and

How identify the appropriate area of responsibility and assign