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The purpose of this workshop is to provide simple definitions and help you to setup and use the Process Maturity Model.

The PMM is used to help guide the way to continuous process improvement. Through its five levels, it helps us to see “what’s next” in the continuous road to improvement.

Continual improvement is important because, improvement means competitiveness, and competitiveness means more customer satisfaction and more business, and more business in turn means more jobs.

BP – tell me about you, your company, your goals, why you signed up for this course, what you hope to gain.

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How many of you use ISO?

In the auto industry we began a modified ISO called QS9000. Then it improved into TS16949

FDA, American Bakers

What are you using in your company, industry

the Community Health Accreditation Program (CHAP), the Joint Commission, DNV, the Accreditation Commission for Health Care, Inc. (ACHC), the "Exemplary Provider Program" of The Compliance Team and the Healthcare Quality Association on Accreditation (HQAA).

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Thanks to McDonald Douglas

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Thanks to McDonald Douglas

Think about a process in your department, company or agency that is pretty good, but could be even better.

Take a minute to jot it down. If you think of another as we move along, jot them down too.

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Thanks to Senior Flexonics Ketema

This figure shows the five levels of the model. Each level is a foundation for the next level. The next level cannot be achieved until the previous level is solidly in place.

Level 1 provides for the basics of launching an improvement effort.

Level 2 provides for documentation.

Level 3 provides for standardization.

Level 4 for measurement and analysis.

Level 5 establishes longer term trends of measured improvement.

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Groups beginning at level 1 can make a list of critical processes.

A process owner can be assigned to each process who is responsible for improving the process.

A 50,000’ overview or process flowchart helps to document where the beginning and the end of the process are located.

The process maturity level can then be assessed and documented.

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As we prepare a more detailed deployment flowchart of the process, customer expectations of the process can be documented to clarify the forces that are driving the process and its improvement. (Internal customers too)

McDonald’s french fry salt by whom?

Zapato’s order taker, puller, packer, shipper

Pizza place onion cutter to assembler, oven woman, cash register window guy.

The guide for how much documentation is needed is the question, “What will it take to standardize this process and eliminate variation from how it is executed?” Some processes may only need a flowchart in order to train people in the proper procedure. Some processes may need a flowchart, some written procedures, some written instructions for the work station (“work instructions”) and some visual job aids to support consistent operation. (fire extinguisher pictures)

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The need to cross-train people in jobs should be taken into account when answering the above question.

It is important that people who are involved in the process itself collaborate to document the process as it is performed today.

All documents should be revision controlled. (configuration management, document control)

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Processes at level three have been standardized. This often involves training everyone who will perform the process.

New people, even temporaries must be trained in the process before performing it to keep variation at a minimum.

Use of the proper tools and job aids ensures that the job is performed the same way every time.

A process control plan specifies what will be measured, who will measure it, and when. “Process Measures” tell you what’s about to happen in time to prevent or correct the process. These are different from “Result Measures” which tell you what happened after it happens.

See the process control plan example at the end of this guide.

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Result = Cycle time to hire

Process = cycle time to get requisition signed, re-write job description and ad for monster, sort resumes, interview, background check. Offer, transfer, onboarding

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Reduce variability… or to say it

in positive terms… increase

getting it right

Appreciative Inquiry helps us

focus on our positive core: --

Larry Robinson

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Analyzing the measures identified in the process control plan and others as might be needed, level 4 uses these to determine the actual causes of variation.

There are “special causes” of variation that can be “one of a kind” things that happen. These are fairly unpredictable, but their root cause can be found and steps can be taken to prevent them from occurring. For instance, new hires can be thoroughly trained to eliminate the variation when a new person performs a process for the first time.

“Common Causes” of variation are those that are inherent in a process and are random and cyclic in nature.

Non-value-added steps can often be eliminated at this stage. A new deployment flowchart and a revised process control plan should be developed at this stage.

An “improvement action plan” simply specifies the steps that will be taken to eliminate special causes of variation and to minimize common causes in order to meet customer requirements.

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BP Goal QPC analytical tools:

BP reduce variation is one goal, now we can introduce continuous improvement goal 10X 59’s

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Level 5 is achieved by implementing the improvement action plans. Over a period of time, positive trends of improvement are shown on all key measures.

Measureable improvement in “process stability”, the elimination of special causes, and “process capability”, the reduction of common causes variation so that the process performs well within it specifications establishes a strong improvement trend.

Realized benefits can be reported using the Continuous Improvement Storyboard at the end of this guide.

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This is a sample Process Control Plan form.

The left side is for developing a deployment flowchart showing who does what tasks and how long the process takes overall and between steps.

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This is an example of a pizza-making process control plan.

Note that the right side of the control plan details the measures to be used, process and result indicators.

What are your inputs and outputs?

Who are your suppliers and who are your customers?

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Here is a storyboard layout that you can use to record and report your results for each level of achievement.

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Here is a map of the various training courses you might include and how they relate to each other.

You see some courses listed three times because there are three levels: introduction, intermediate and advanced.

RPM & MAIS are processes that one of my customers worked on improving.

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Sorry this is small

Top left= process name

Next on top=PML = Process Maturity Leader

Bottom left = the 5 levels

Bottom middle responsibilities of the leader and the team

The point is, that you can develop your own tools for keeping track of things.

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Here is another tool you can modify.

We want to link the specific process to a bigger goal the team -> boss -> company has

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Here is a simple example from the Pettit Kitchen

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What aspects of this recipe qualify the maturity level of this process?

Do we at least meet all criteria for level 1?

How about level 2?

Could we train others?

Yes, Ann and I looked over the recipe and agreed this is what we do. (collaborated).

We had to do a revision to add the part about slowly turning up the blender speed, after the top blew off and tomato landed all over the curtains, wall, ceiling and us!

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We changed the date when we revised it, so this qualifies as revision control.

Level 3? I don't thin k so.

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For Steps 1 & 2, you will be working alone, evaluate what stage you are at and then, 3 things you can do to move to the next stage.

Step 3 will be done in small groups

Step 4 we will all get back together, listen to a few presentations ask clarifying questions, and offer helpful suggestions

Step 5 is for you to do back at your office, if you chose.

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