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What are the most important enablers of process performance?

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Emiel Kelly's comment on this forum gave me the idea to ask this question: What are the most important enablers of process performance?

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  • Metrics. Not simulation results, mind you: actual metrics from living, working processes. The metrics tell you what your performance actually is, and thus where you should focus your efforts if you want to improve it.

    Automate, measure, improve. Repeat until retired (either you or the process).

  • Empowered people who have no fear of change indeed will come to expect it to help them improve how they work. With empowerment comes measurement so support Scott's views.

  • I would propose that process performance is enabled by the people who perform the process, the tools they have access to and the motivation they’ve been provided. The results of how "people" perform process can always be capture by some type of metrics. Since people are involved and people require motivation to act, at the heart of process performance is the "motivation" (carrot and stick) used to encourage the "people" to perform and improve the process in the most effective and efficient manner. However, caution must always be exercised when motivating people by metrics alone. People exercise incredible creativity when being measured and the result is not always what was intended. So, process performance must be more than just metrics in a traditional sense. People must be motivated to actually care about the process, all those involved in the process and all the deliverables of the process. Part of this motivation is ownership and control (perhaps empowerment). People must feel they have control over their participation in the process and can influence how the process is performed, not only by themselves but others as well. Combine this feeling of control with the concepts of pride and ownership in the process and the effect on the performance of the process produces what becomes “best in class”, if you’ll forgive the phrase. The result is, for a given period of time, the process “out performs” all expectations.

  • Totally agree with Scott's and Kathy's viewpoint.
    When we talk about performance its very important to specify what exactly we are trying to measure. Is it that :
    • how well we are doing
    • are we meeting our goals
    • are our customers satisfied
    • are our processes in control or
    • is there any need of improvement

    And definitely considering the above factors the enablers can be :
    • metrics or the feedback we get from the running process
    • process owners and stakeholders
    • the developer who codes and incorporates the best practices
    • the quality analyst, who approves the state of the process understanding the performance pain-points
    • the timelines within which the project was incorporated/implemented
    • monitoring tools having a hawk eye on the system
    • experimenting and risk taking capabilities in a process

  • I think metrics are just looking at a result of process (non)performance. It's not the enabler for performance. It's like looking at my speedometer and seeing I am driving 100 while my goal is 120. The enabler is a larger engine for example. So seeing is not enough. I must also be able to adapt.

    So Pritiman says some good things. First be clear what performances of a process means. So what needs to come out of the process (the result) and what do we promise about that result (the goal)

    Then you might see that a process result has several stakeholders with their own goals and they must all be made happy by the process.

    That makes the point that a process is just a means to deliver what you promise. Never a goal in itself.

    So after knowing what you promise, what do you need to make it happen by the process? I'd like to call these the characteristics of the process needed to make it perform.

    And then I mean execution and managing of the process. Not a project to build a system.

    There are many factors/enablers and they might differ from process to process, but are a combination between:

    - a way of working (the workflow)
    - capable and empowered people
    - information supply
    - supporting systems
    - in more production processes : goods and machines
    - Useful process rules
    - useful metrics and the power to adapt
    - Clear understanding of the process result and goal

    And probably I forget a few.

    Then you see that a lot of things are needed to make a process perform. And focusing on just one might be a waste.

    Like buying an expensive new system while the problem is the knowledge of your people.

    Or making your workflow super lean, while the problem is lack of information.

  • Hi Team and friends.
    I just join in this forum today as need some assistance on this job as a Process Mapper.
    We design Product Provisioning Process in our Billing system and just need to know more on this job.
    I need some assistance and some examples on software used to do this process works and also in doing Process analysis moving forward.
    Thanks and anticipating assistance.
    God Bless.

  • Say for us here back home in Fiji, I am in the Process Improvement and Process Mapping Team.
    We design new process and runs through it with the stakeholders and team players to look for efficient and customer satisfaction in delivering the service to our customers.

    Any suggestion on how to do this? OR
    How are you doing this Process "Provisioning of a customer request for a Landline at their premises.


  • "Agility" in business needs People who are "empowered" to just get on with their job without being "over managed" and restrained by old IT systems! So how is this achieved? Enlightened management who see that it is their people who make the business and ensure they are supported by real time information that helps people make good tactical and strategic decisions.

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