Application Workshop – Session Four June 7, 2011 Workshop Agenda • Category 2 – Questions • Understanding Your “Work System” • Category 3 – Process • Understanding criteria requirements in order to formulate accurate responses in your application for: • Item 3.1 – Value Creation Process Management • Item 3.2 – Support Process Management • Item 3.3 – Work System Design • Item 3.4 – Results/Impact • Interim “Assignment” • Questions, Next Steps Category 1 Examples • • • • • • • • Share Food “Application” Link on one-center.com Item 1.1 – pps.1-2, 4-5 Item 1.2 – pps. 22-24 Item 1.3 – pps. 21, 23 Item 1.4 – pps. 3-4 Item 1.5 – pps. 19-20 Item 1.6 – pps. 47-49 (1.5-1 & 1.5-3), 38-41 (1.5-2) Questions – Session Three Category 2 - Principles Session Objectives • By the end of the session, participants are expected to: • Understand your organization’s work system and how your organization operates from a process rather than structural perspective • Understand the criteria requirements for all items in Category 3 – Process • Develop initial self-assessment data in key items/areas to address utilizing the ADR continuum • Know where to turn for assistance in working on this self-assessment process ONE V Criteria Criteria Overview Organizational Profile Who are our customers? What is our Mission? What Values establish how we operate? What do we want the world we serve to look like (our Vision)? What is our organization’s area of greatest expertise? What is our biggest challenge to success? People Leadership System Workforce Engagement Governance Process Work System Design Creating Value Support Systems Customer Engagement Strategic Planning Measurement/Data Principles MissionDriven Community Impact Category 3 - Process Understanding Your “Work System” Value Creation, Support • “Value Creation” transformation of inputs through application of human resource and process capabilities to create an outcome that provides utility to an end user/customer • Value Creation Processes often leverage core competencies and/or key capabilities to produce a desired result/impact that benefits the customers and stakeholders • Support Processes are the “infrastructure” required to enable value creation processes to perform – Development, HR, IT, Finance/Accounting, Facilities, etc. Work System – Sharp Health Care SIPOC Diagram – Six Sigma Tool Suppliers Inputs Processes Outputs Customers SIPOC Diagram – Share Food Suppliers Foundations Corp. Donors Grocers Restaurants Inputs Processes Outputs Customers SIPOC Diagram – Share Food Suppliers Inputs Processes Outputs Customers Foundations Corp. Donors Grocers Regional food distribution agencies Restaurants Community SIPOC Diagram – Share Food Suppliers Inputs Processes Outputs Customers Food Foundations Cash Corp. Donors In-Kind Support Grocers Regional food distribution agencies Time Restaurants Community Volunteers Office Supplies SIPOC Diagram – Share Food Suppliers Inputs Processes Outputs Customers Food Foundations Cash Corp. Donors In-Kind Support Grocers Food Acquisition Food Distribution Regional food distribution agencies Time Restaurants Volunteers Office Supplies Agency Network Coordination Community SIPOC Diagram – Share Food Suppliers Inputs Processes Outputs Customers Food Foundations Cash Corp. Donors In-Kind Support Grocers Food Acquisition Food Distribution Time Restaurants Volunteers Office Supplies Agency Network Coordination Quality Food right amount, right place, right time Regional food distribution agencies Community Table Exercise – SIPOC Review • Walk your peers at the table through your SIPOC, explaining the rationale behind the key value creation processes identified. • Provide your peers with feedback to help them clarify their work system. • 10 minutes Share Food – Work System Governance Leadership Strategic Planning Food Acquisition Foundations Corp. Donors Grocers Restaurants Food Distribution Regional food distribution Agencies Community Network Coordination Customer Service, Finance, HR, IT, Development, Marketing/Communications Item 3.1 – Value Creation Processes Items 3.1-1 - Key Value Creation Processes • Key Elements • Key processes (2-3) - that create tangible value for customers • How do these create customer value • Role in creating mission impact Items 3.1-2, 1-3 - Key Value Creation Processes • Key Elements • Improvement - systematic approach to review process performance and identify improvement requirements – how and who • Measure/Quantify Effectiveness – data-based process performance tracking/evaluation • Process performance, not just process outputs • Examples may be cycle time, error rates/rework, cost savings, resource use, etc. – quicker, cheaper, better Item 3.2 – Support Processes Share Food – Work System Governance Leadership Strategic Planning Food Acquisition Foundations Corp. Donors Grocers Restaurants Food Distribution Regional food distribution Agencies Community Network Coordination Customer Service, Finance, HR, IT, Development, Marketing/Communications Items 3.2-1 – Key Support Processes • Key Elements • Key processes that support value creation processes and the people who execute them Items 3.2-2, 2-3 – Key Support Processes • Key Elements • Improvement - systematic approach to review process performance and identify improvement requirements – how and who • Measure/Quantify Effectiveness – data-based process performance tracking/evaluation • Process performance, not just process outputs • Examples may be cycle time, error rates/rework, cost savings, resource use, etc. – quicker, cheaper, better Table Exercise – Support Processes • Identify the key support processes that would appear on your completed work system diagram. • Share this list with your peers for clarification and feedback. • 10 minutes Item 3.3 – Work Systems Item 3.3-1, 3-2 – Work System Design • Key Elements • Leveraging Core Competencies • Link back to competencies identified in Organizational Profile • Describe your approach to determine if you are fully leveraging the key “capabilities” you have as well as how you keep your capabilities current with changing requirements • In-house vs. Outsource • How do you decide – who, how, review cycle, etc. • Criteria that drive your decisions Table Exercise – Outsourcing Criteria • How does your organization decide which processes (value creation and support) will be handled in-house and which will be outsourced? What criteria do you use for these decisions? • Share with your peers for feedback • 10 minutes Item 3.4 – Results/Impact Item 3.4-1 – Results/Impact – Value Creation Processes • Key Elements • Levels and Trends • Quantification of how well you do your work, not just how much work you do • Measures identified in 3.1-3 • Examples may be cycle time, error rates/rework, cost savings, resource use, etc. Item 3.4-2 – Results/Impact – Support Processes • Key Elements • Levels and Trends • Quantification of how well these processes perform – effectiveness and/or efficiency • Measures identified in 3.2-3 • Examples may be cycle time, error rates/rework, cost savings, resource use, etc. • How do you measure effectiveness of outsourced processes? Questions Interim Assignment Preparation Process • Complete your self-assessment work based on Categories 1-3 • Compile “data” for Organizational Profile • Identify your criteria questions – related to both understanding and response content • Review the Share Food case study application • E-Mail your questions to jim@one-center.com by June 16 so that we can address them directly in the session on June 21 Next Session – June 21 Preparing Your Application Application Workshop – Session Four June 7, 2011