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Transcript of to Improve Business Processes - EPPIC · PDF fileChanging Human Performance to Improve...
ChangingHuman Performance
to
Improve Business Processes
Guy W. WallaceCertified Performance Technologist
President – EPPIC, Inc.www.eppic.biz
• Definition of:HPT - Human Performance Technology
• Example HPT Methodology, Model-set and Tool-set
…by way of…
• Example HPT Project Outputs
Ishikawa Diagram
Any Process
Any Process
MaterialsMen
Methods Machines
Also Known As: Fishbone Diagram, Cause & Effect Diagram
…human performance is: “those valued results produced by people working within a system.”
Assumptions:- A technology is a set of empirical and scientific principles and their application- Human Performance Technology is the technology concerned with all
variables which impact human performance- All organizational processes and practices impact the production of valued
results, whether positively or negatively and whether those results go measured or unmeasured, acknowledged or not. (Everything that an organization does affects what it accomplishes, whether or not the results are acknowledged or desirable.)
- The purpose of all organizations is the same: to create value for their stakeholders; this is accomplished by aligning all processes, practices, and resources to maximize the production of that value.
- We collaborate with and value the expertise of other disciplines; human performance technology becomes the integrator and multiplier.
Definition from an ISPI Task Force Report to the Board, January 2004ISPI – International Society for Performance Improvement
HPT Systemically & Systematically
Any Process
Any Process
MaterialsMen
Methods Machines
The Big Picture of Process Performance
C
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C
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Performance Model
<=Process Map
Lead
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& Pr
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Cor
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Proc
esse
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ppor
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esse
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Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Enterprise level
BU/Function level
Department level
Role
1
Process Map View Performance Model View
Area of Performance:Key
OutputsKeyTasks
Roles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
Area of Performance:Key
OutputsKeyTasks
Roles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
Role
2Role
3Role
4Role
5
<=
The Big Picture of Process Performance
C
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C
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L
C
S
L
C
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L
C
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C
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Performance Model
<=Process Map
Lead
ersh
ip
Syst
ems
& Pr
oces
ses
Cor
e Sy
stem
s &
Proc
esse
sSu
ppor
t Sy
stem
s &
Proc
esse
s
Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Enterprise level
BU/Function level
Department level
Role
1
Process Map View Performance Model View
Area of Performance:Key
OutputsKeyTasks
Roles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
Area of Performance:Key
OutputsKeyTasks
Roles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
Role
2Role
3Role
4Role
5
<=
The Big Picture of Process Performance
22-- The Human Asset EnablersThe Human Asset EnablersHumans bring several types of attributes/capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are
Awareness, knowledge, skillsPhysical attributesPsychological attributesIntellectual attributesValues
What is required depends on both the process performance requirements and the environmental supports available
33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include
Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences
What is required depends on both the process performance requirements and the human capabilities available
11-- The ProcessThe ProcessThe process must be designed for efficient
delivery to meet stakeholder metrics
What is required depends on the balanced requirements of all of the Stakeholders
CS
LCS
LCS
L
CS
LCS
LCS
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Performance Model
<=Process
Map
Lead
ersh
ip
Syst
ems
& Pr
oces
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Cor
e Sy
stem
s &
Proc
esse
s
Supp
ort
Syst
ems
& Pr
oces
ses
Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Role
1
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdK
dI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdK
dI
Role:
Role
2Role
3Role
4Role
5
<=
For Any Process/Processes
Role
1
Process Map View Performance Model View
Area of Performance:Key
OutputsKeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. Gap
CausedEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
Cause
dEdKdI
Role:
Role
2Role
3Role
4Role
5
<=
Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Human Asset Enablers*
• Awareness/ Knowledge/ Skill• Intellectual Attributes• Psychological Attributes• Physical Attributes• Personal Values
*…of a well designed process that is capable of meeting stakeholder requirements for both process and output
Asset Management Systems EAMS EAMS –– Environmental Asset Environmental Asset Management Systems Management Systems & Processes& Processes
Data & Information Systems
Materials & Supplies Systems
Tools & Equipment Systems
Facilities & Grounds Systems
Financial Systems
Culture &Consequence Systems
HAMS HAMS –– Human Asset Human Asset Management Systems Management Systems & Processes& Processes
Organization & Job Redesign Systems
Staffing & Succession Planning Systems
Recruiting & Selection Systems
Training & Development Systems
Performance Appraisal & Management Systems
Compensation & Benefits Systems
Reward & Recognition Systems©2002 EPPIC, Inc.
Targeting the HAMS Provisioning Systems
Human Asset Human Asset Management Systems Management Systems
& Processes& Processes
Organization & Job Redesign Systems
Staffing & Succession Planning Systems
Recruiting & Selection Systems
Training & Development Systems
Performance Appraisal & Management Systems
Compensation & Benefits Systems
Reward & Recognition Systems
Human AssetsA/K/S - Intellectual - Psychological - Physical – Values
x x x x
x x x x x
x x x x x
x (x) (x) (x) (x)
x x x x x
x x x (x) x
x x x x x
! This would change the configuration of needs by job !
Role
1
Process Map View Performance Model View
Area of Performance:Key
OutputsKeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. Gap
CausedEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
Role
2Role
3Role
4Role
5
<=
Performance Modeling
Performance Model“Areas of Performance” example
Performance Model“Areas of Performance” example 2
Performance Model“Areas of Performance” example 3
Performance Model“Areas of Performance” example 4
Performance Model chart example
Performance Model chart example 2
Performance Model chart example 3
Performance Model chart example 4
Attributes/ValuesKnowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/GroundsTools/EquipmentMaterials/SuppliesData/Information
Budget/HeadcountCulture/Consequences
The Enablers of Process Performance
EnablingK/S Categoriesexample
Enabling K/S Categories example 2
K/S Matrices chart example
Copyright Law x x x x x x x x x x x x
K/S Matrices chart example 2
K/S Matrices chart example 3
K/S Matrices chart example 4
In the Final Analysis…How well do your current HAMS affect the human assets How well do your current HAMS affect the human assets
available to your most critical Processes? available to your most critical Processes?
Do they meet the needs of the business processes Do they meet the needs of the business processes ““by designby design”” for for ……
Performance-based Organization & Job Redesign Systems
Staffing & Succession Planning Systems
Recruiting & Selection Systems
Training & Development Systems
Performance Appraisal & Management Systems
Compensation & Benefits Systems
Reward & Recognition Systems
Performance-based
Performance-based
Performance-based
Performance-based
Performance-based
Performance-based
NoYes
Any Process
Any Process
MaterialsMen
Methods Machines
Apply the Right Improvement Method
to the Right Need for the Right Affect
HPT Systemically & Systematically
Any Process
Any Process
MaterialsMen
Methods Machines
The Big Picture of Process Performance
22-- The Human Asset EnablersThe Human Asset EnablersHumans bring several types of attributes/capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are
Awareness, knowledge, skillsPhysical attributesPsychological attributesIntellectual attributesValues
What is required depends on both the process performance requirements and the environmental supports available
33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include
Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences
What is required depends on both the process performance requirements and the human capabilities available
11-- The ProcessThe ProcessThe process must be designed for efficient
delivery to meet stakeholder metrics
What is required depends on the balanced requirements of all of the Stakeholders
CS
LCS
LCS
L
CS
LCS
LCS
LCS
L
Performance Model
<=Process
Map
Lead
ersh
ip
Syst
ems
& Pr
oces
ses
Cor
e Sy
stem
s &
Proc
esse
s
Supp
ort
Syst
ems
& Pr
oces
ses
Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Role
1
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdK
dI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdK
dI
Role:
Role
2Role
3Role
4Role
5
<=
Additional References/Resources
Book: lean-ISDavailable from Amazon.com
Chapter: “Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement” in the Handbook of Human Performance Technology, James Pershing editor
Newsletters & Articles on the EPPIC Web Site:
– Pursuing Performance –quarterly newsletter– Performance Modeling & Human Asset
Enabler Analysis– Lean-ISD via the PACT Processes for
Training & Development– Lean-ISD White Paper– The Training Factor of the Quality Equation– Technology Transfer Using the PACT
Processes for T&D– Continuous Improvement and Training– Managing Human Assets– Using a Group Process to Create Models and
Matrices
www.eppic.biz
Also- there is a quarterly series of columns by Guy W. Wallace at BPTrends.com
Guy W. WallaceBackground & Experience
Guy W. Wallace has been in the T&D field since 1979 and an external training and human performance improvement consultant since 1982. His clients over the years have included over 40 Fortune 500 firms, plus NASA, NAVAIR, NAVSEA, and non-US firms: BP, Novacor, Opel, and Siemens. He has analyzed and designed/ developed training and development for almost every type of business function and process. He is the author of three books, several chapters, and more than 50 articles. He has presented more than 50 times at international conferences and local chapters of ISPI, ASTD, and at IEEE, Lakewood Conferences, ABA, the Conference on Nuclear Training and Education, and the Midwest Nuclear Training Association.He has served on the ISPI Board of Directors as the Treasurer on the Executive Committee (1999–2001) and later as the President-Elect for 2002-2003, and President for 2003-2004.Guy’s professional biography was listed in Marquis’ Who’s Who in America in 2001. He was designated a CPT — Certified Performance Technologist in 2002.
Clients since 19822000—Today…Abbott Laboratories, AMS, CACI, Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls, NASCO, NAVAIR, NAVSEA, Norfolk Naval Shipyard, Siemens Building Technologies, and Verizon.
1990—1999…Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Amoco, AT&T Network Systems, Bandag, Bank of America, Baxter, Bellcore-Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, General Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Valuemetrics.
1982—1989…ALCOA, ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multigraphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.