T.E.A.M. EFFORT
A Primer on Process Management
(A View From The Improvements Team Perspective)
Berling Associates, Inc.
1
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 company’s 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.
Berling Associates, Inc.
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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
Berling Associates, Inc.
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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
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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
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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
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Where Are We Today
To Chart Our Progress We Should Measure Where We Are Now
Control
1
Leadership
2
3
4
5
6
7
8
9
Exclusive (mine, I)
1
2
Inclusive (we, our)
3
4
5
6
7
8
Fire Fighting
1
2
2
9
10
Managing Process
3
4
5
6
7
8
Blame People
1
10
9
10
Solve Problems
3
4
5
6
7
8
9
10
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Where Are We Today
To Chart Our Progress We Should Measure Where We Are Now
Opinion
1
Data (metrics)
2
3
4
5
6
7
8
Correction
1
2
3
4
5
6
7
8
9
10
Just-In-Time
2
3
4
5
6
7
8
Reactive
1
10
Prevention
Just-In-Case
1
9
9
10
Proactive
2
3
4
5
6
7
8
9
10
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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
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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-of-control
or not operating at a satisfactory level
4.
Performance excellence (quality and productivity) is the focal point of all processes
5.
Everyone’s 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
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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
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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
organization’s effort so as to deliver performance excellence, continuously
 This is accomplished by systematically working with the company’s business
processes on a continuing basis
 This systematic effort has four phases
Focus
Define
Analyze
Improve
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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
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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
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Phase One - Focus
This Systematic Effort Has Four Phases
Focus
Define
Analyze
Improve
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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
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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?
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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.
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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
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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.
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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
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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
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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 team’s 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
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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
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Phase Two - Define
This Systematic Effort Has Four Phases
Focus
Define
Analyze
Improve
Berling Associates, Inc.
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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
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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
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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.
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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
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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
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Phase Three - Analyze
This Systematic Effort Has Four Phases
Focus
Define
Analyze
Improve
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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
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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.
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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
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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
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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
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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
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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)
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Phase Four - Improve
This Systematic Effort Has Four Phases
Focus
Define
Analyze
Improve
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Phase Four - Improve
Continually Enhance Process Performance
ANALYZE
Is the Process
Acceptable
Improve the Process
Identify the
Opportunity
Maintain Continuous
Monitoring
FOCUS
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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
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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
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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
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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.
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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
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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.
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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.
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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
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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 Do’s




Issues

Notes



Display Order



Triggers

Staff Position

Excel Spreadsheet

Inputs, Outputs, Interface In, Interface Out,
Metrics, Errors, Business Rules, Capacities,
Description, HR Training

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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
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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.
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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.
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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.
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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
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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
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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.
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A Detailed And Structured Methodology Drives Our Process Review
T ask
C o m p lete
Our Standard Approach For Process Review
Id e n tific a tio n o f P ro c e s s , A c tiv ite s a n d P ro c e d u re s
1
2
3
4
5
6
7
8
Id e n tify P ro c e s s O w n e r
G a th e r e x is tin g m a te ria ls a n d e n te r in to K n o w le d g e S to re
C o n d u c t a p p ro p ria te s ys te m tra in in g w ith T e a m M e m b e r o n e n te rin g P ro c e s s in fo rm a tio n
C o n firm P ro c e s s is e n te re d in to K n o w le d g e S to re
Id e n tify A c tivitie s p e rfo rm e d a n d O b je c tive s o f A c tivitie s
C o n firm A c tivity in fo rm a tio n is e n te re d in to K n o w le d g e S to re
Id e n tify P ro c e d u re s a n d re la te d in fo rm a tio n
C o n firm P ro c e d u re in fo rm a tio n is e n te re d in to th e K n o w le d g e S to re
D e fin itio n o f D e ta il W o rk S te p s P e rfo rm e d
9
10
11
12
13
14
15
16
17
18
19
20
Id e n tify W o rk S te p s fo r e a c h P ro c e d u re
L is t s u p p o rtin g in fo rm a tio n fo r e a c h W o rk S te p
C o n firm W o rk S te p s a n d s u p p o rtin g in fo rm a tio n e n te re d in to th e K n o w le d g e S to re
L is t B u s in e s s R u le s
C o n firm B u s in e s s R u le s e n te re d in to K n o w le d g e S to re
C o m p le te C a p a b ilitie s L is t (M in im u m E x p e c ta tio n s )
Id e n tify c u rre n t m e tric s a n d B u s in e s s C o n tro l P ro c e s s e s a n d m a k e s u g g e s tio n s fo r e n h a n c e m e n ts .
R e c o rd c u rre n t m e tric s a n d e rro r d e fin itio n s a t w o rk s te p le ve l o f K n o w le d g e S to re .
N o tify P ro je c t M a n a g e r th a t p ro c e s s is c o m p le te
V e rify c o n te n ts o f K n o w le d g e S to re a n d c o n d u c t Q A p ro c e d u re s
C re a te a n d re vie w "C u rre n t S ta te " A c tivity-L e ve l a n d P ro c e d u re -L e ve l P ro c e s s M a p
U p lo a d C u rre n t S ta te m a p to th e K n o w le d g e S to re
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Our Standard Approach For Process Review
A Detailed And Structured Methodology Drives Our Process Review
Id e a s fo r C h a n g e in P ro c e s s a n d Id e n tific a tio n o f Im m e d ia te T ra in in g N e e d s
21
22
23
24
25
26
27
28
29
30
31
32
33
C re a te "F u tu re S ta te " A c tivity-L e ve l a n d P ro c e d u re -L e ve l P ro c e s s M a p
M a k e P ro c e s s M a p s a va ila b le in K n o w le d g e S to re
G e n e ra te R e -E n g in e e rin g T o -D o L is t in K n o w le d g e S to re
G e n e ra te O th e r T o -D o L is t in K n o w le d g e S to re
D o c u m e n t tra in in g re q u ire m e n ts in th e T ra in in g S e c tio n .
Id e n tify m a jo r is s u e s to b e re vie w e d w ith T e a m L e a d e rs
G e n e ra te A c tio n W o rk P la n fo r e a c h is s u e
A d d a p p ro p ria te s u g g e s tio n /o b s e rva tio n s /to d o 's fo r e n h a n c e m e n ts .
R e vie w a ll d o c u m e n ta tio n w ith T e a m L e a d e rs
R e vie w a ll s u p p o rtin g m a te ria ls w ith T e a m M e m b e rs a n d u p d a te a s a p p ro p ria te
R e vie w a n d c o rre c t "F u tu re S ta te " M a p
C h e c k in te rfa c e s in F u tu re S ta te m a p w ith o th e r p ro c e s s e s
T e s t P ro c e s s e s
R e v ie w o f K S C o n te n t a n d F u tu re W o rk P la n s
34
35
36
37
38
R e vie w
U p d a te
R e vie w
R e vie w
U p d a te
p ro c e s s c h a n g e s w ith T e a m L e a d e rs
P ro c e s s M a p s
T o -D o lis ts
re la te d c o m m e n ts in G e n e ra l O b s e rva tio n s d a ta b a s e
/ c re a te jo b d e s c rip tio n o n H R s ite .
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Our Standard Approach For Process Review
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
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Our Standard Approach For Process Review
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.
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Our Standard Approach For Process Review
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.
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Our Standard Approach For Process Review
Numerous Templates Are Available To Assist In The Data Gathering Process
Procedure Template
Name:
Procedure Name:
Number
Work Step
Input
Output
Interface With
Metrics
Business Rules
Capabilities
Notes
Triggers
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Our Standard Approach For Process Review
Numerous Templates Are Available To Assist In The Data Gathering Process
Activity Summary
Name:
Activity:
Objectives:
Trigger:
Number
Procedure Name
Who Performs(position)
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Our Standard Approach For Process Review
Numerous Templates Are Available To Assist In The Data Gathering Process
Errors Identified
Name:
Number
Error Description
Error Type (s)*
Error Source
*Error Types: system, process (including communication), training/knowledge, external (i.e. supplier)
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Our Standard Approach For Process Review
Numerous Templates Are Available To Assist In The Data Gathering Process
Issues Identified
Name:
Number
Issue
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Our Standard Approach For Process Review
Numerous Templates Are Available To Assist In The Data Gathering Process
General Observations
Name:
Number
Observation
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Our Standard Approach For Process Review
Numerous Templates Are Available To Assist In The Data Gathering Process
To-Do List
Name:
Number
To Do
Assign To/ Follow-up
Completion Date
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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
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Analytical Tools Beyond Maps
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
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Analytical Tools Beyond Maps
H is to g ra m
N u m b er o f T im es O b served
P ra te o C h a rt
N u m b er o r C o st o f
P ro b lem s E xp erien ced
14
12
10
8
6
4
2
0
A
B
C
D
12
10
8
6
4
2
0
1
E
2
4
5
6
7
8
O b se rve d V a lu e o f V a ria b le
T yp e o f P ro b le m
Shows magnitude of each of several effects; helps
focus effort
Shows distribution of some variable; helps
identify patterns
People
S c a tte r D ia g ra m
selection
10
O b served Valu e o f Variab le 2
3
Equipment
age
training
8
maker
6
time
4
Variation in
parameter
supplier
2
type
pressure
0
0
1
2
3
4
5
Ob s e r ve d V alu e o f V ar iab le 1
Shows associations between two variables; helps to
identify possible cause-effect relationship
6
Material
Procedure
Shows possible causes of problem; aids in hypothesis
generation
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Analytical Tools Beyond Maps
 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
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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
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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?
3. Are all shifts involved?
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
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?
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The Details Of Process Measurements
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?
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The Details Of Process Measurements
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?
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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)
“A”
Problem Solve
Until Process Is
Consistent
Introduce
Change
“B”
Establish A Project
Team To Improve
The Process
Introduce
Change
The Goal
Acceptable
“B”
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
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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.
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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.
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Steering Committee’s 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
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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
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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
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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
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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.
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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
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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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