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
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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