Process performance excellence starts when what is important is clear to everyone. What we find is often vague, misunderstood, and lacks team commitment. If you want to deliver operational excellence, then define success, talk about it with your team, and support their efforts in pursuing it.
Our conversations create our future. We need to talk about success with the people that create it. My question is simple, “are we paying attention to what is important”? This is where the solutions to our real problems surface.
We manage processes and we lead people. When we start the right conversations, then we will be able to change what we need to change and sustain what we need to sustain. If we do not inspire and influence our teams, we will never unleash the discretionary effort that separates the worst-in-class from the world-class.
Process performance excellence
Strategy System
Discover
Develop
Deploy
Knowing what is important is only the first step. Discovering the language to communicate, developing the methods to deliver, and deploying process performance excellence competes the cycle. When you have created a condition of readiness in your organization, your strategy system is working.
Management System
Accountability
Capacity
Capability
Paying attention to what is important is only the first step. Noticing what is missing and addressing the gaps completes the cycle. Whether it is a capacity issue, a lack of capability, or just a broken process, when the teams can identify what is needed to achieve what is important, our management system is working.
Performance System
Standard Work
Workplace Organization
Training
Everything we create comes from a process. When the process doesn’t work, we need to make a chance. Changing our functional and relational processes requires skill and effort. When process performance excellence is creating the value your customers expect, then your performance system is working.
Leadership System
Influence
Clarity
Effectiveness
Inviting people to be part of what is important is only the first step. Building deeper relationships and inspiring discretionary effort completes the cycle. When your people are flourishing, and your work seems effortless, your leadership system is working.
The 9-Steps to Transformation
Operational excellence is the result of implementing process performance excellence.
1. What is your purpose or objective?
2. What functions or processes are involved?
3. What evidence will you accept to indicate success?
4. How will you talk to the team about what is important in this process?
5. How often do you need to talk about it?
6. Do you have the evidence to report success?
7. What do you need to change about in your process to make it work?
8. What do you need to change about your workplace to make it work easier?
9. Have you trained everyone that needs to know?
“I want to learn more about PPX and the 9-steps! What’s next?” Process Performance Excellence
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