Great Game of Process - the cool kids guide to making process stick

Presenter: Carla WolfeSenior Business AnalystElevations Credit UnionBuilding Business Capability 2013

People

Process

Technology

Baldrige Quality AwardBHAGAPQCGot Process SurveyEnterprise Process Map SIPOCsBPM TrackerBPM HandbookBlueworksBlueworks StandardsOFIsGreat GamesKnowledge AssetsEnterprise Performance Dashboard

Journey OutlineTipping Points

Skinny beginnings …

Robust progress!

People

Process

Technology

19 Trained Facilitators

Over 200 Business processes documented

Regional Quality Award winner in two years

Who are we?

Value Proposition

We build long-term relationships and deep mutual trust with our members by acting in the best interest of our membership and community.

Colorado based Credit Union serving >100,000 members in Boulder and surrounding communities

Assets: 1.3 billionDeposits: 1.2 billionLoans: 672 Million

Tipping Point #1 = Early Process Tools

BaldrigeAPQCEnterprise Process Map 

People

Process

Technology

What is Baldrige Performance Excellence Program?

Leadership Strategic Planning Customer Focus Measurement Workforce Focus Operations Focus Results

Category framework:

National Quality Award = Early Driver

Common language

Training, coaching, support

Sustainable, proven framework (not flavor of the month)

Became our BHAG - What is a BHAG …)

Why Baldrige matters to us:

Big Hairy Audacious Goal(BHAG)

Why BHAG matters to us:

Unified driving force

Gives perspective when pursuit is tough

Published, public …out there!

APQC

APQC (American Productivity & Quality Center) is a member-based nonprofit and one of the world’s leading proponents of business benchmarking, best practices, and knowledge management research.

APQC

Why APQC matters to us:

We had no idea where to begin

Helped us align our organizational work with value stream concepts and known work such as Rummler’s

Helped us teach the organization where we were trying to go

APQC Framework + Internal Assessment (Got Process?)

Scary Survey Results

87% survey respondents reportedNO PROCESS

Benchmarked against APQC (modified) framework

Level-Setting the Start Point

Level playing field

Gaps became evident

Awareness across the organization

Why the survey mattered to us:

Translating Survey to Enterprise Process Map

Recent Enterprise Process Map

11 Categories200+ Processes

One view for all process development

Oriented entire organization cross-functionally with inputs and outputs

Snapshot update for Senior Leaders

Highly visible symbol of progress

Why the Map matters for us:

Enterprise Process Map Building with SIPOC

Assisted in linking processes across the Enterprise Process Map

Provided initial orientation to building processes and training for employees

Now a requirement for development of all processes and essential for process stakeholder engagement

Why the SIPOCs matters for us:

ObjectiveSuppliers

InputsProcessOutputs

Customer Requirements

Measurements

BPM Tracker

Needed to keep a line of sight with the SIPOCs

Needed to identify and track process owners and Stakeholders

Needed a an easily accessible tool for multiple process owners

Needed a uniform approach (methodology) for all process owners

BPM Tracker

Scorecard promotes healthy fun and visibility

Senior Leaders use it for snapshot view and one-to-one sessions

Quick visibility for process owners and champions

Why the BPM Tracker still matters for us:

BPM Workbook

BPM Workbook

Allowed self directed development of processes with limited resources

Pre-requisite Reading for training classes allowing faster boot-up for new employees

Allowed other employees to start teaching and leading within their own teams

Why the Workbook Matters

Tipping Point # 2 = Technology

People

Process

Technology

“Blueworks”

Migration to Technology solution

“Blueworks” = Process Management

Governance/ApprovalStakeholder ValidationReportingChange ControlLinked processesProject Management

Blueworks

Why Blueworks Matters to us:

Exponential velocity in BPM development efforts

Single source of truth for all things process

Reporting, Sorting, Scouting, Coaching

Opened the opportunity to many teams and departments to contribute and get engaged

Printing flowcharts created working laboratories and Value Stream conversations on walls/halls

Tipping Point # 3 = People

PeopleProcess

Technology

“Special Forces”

PEOPLE

Purpose of Special Forces

•To assist in the design and deployment of functional area processes which are linked and integrated with other functional areas and stakeholders

•To ensure consistency and completeness among Users of Blueworks for capturing process documentation including SIPOCs and Flowcharts by implementing BPM methodology, rules and guidelines

•To collaborate and advise on defining, designing, deploying and monitoring a process

•19 Facilitators•Every functional area•Trained on BPM Tools•Licensed in Blueworks•Comprised of VPs & Managers

Great OFI Games!OFI – Opportunity for Improvement

Special Forces:

Conducted “Ride-Alongs” while people performed job Developed list of OFIs Prioritized list cross-functionally Developed Game Boards Worked the list of OFIs Rewarded teams for “knocking OFIs off the list” using game boards

Knowledge Management Analyst Enterprise Performance

Dashboards

Decision-Management

Latest Developments

People

Process

Technology

Enterprise Dashboards

Knowledge Asset Governance

• BOD Policy

• Management Policies

• Business Process & Procedures

• Business Rules

• Forms, Notices, Disclosures, Letters

Process

Policy

Procedure

Forms-disclosures

RulesDefinitions

CEO VP Enterprise Performance 

Senior Business Analyst 

Special Forces

BaldrigeBHAGGot ProcessAPQC

Enterprise Process Map SIPOCsBPM TrackerBPM HandbookOFIs

Great Games

BlueworksBlueworks Standards

Conclusion

People

Process

Technology

Great Game of ProcessThank you for playing!

Questions Please

Presenter: Carla Wolfe