Medir o que importa: Valor entregue pelo processo
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Muitos gurus de medição afirmam que somos ser sobrecarregado por medidas porque nós não focamos no que realmente importa. Concordo e acrescento que a de identificação de medidas tem sido muito mais uma tarefa de criatividade do que uma investigativa ou analítica. Com base no conhecimento sobre que resultados de valor estão sendo produzidos e quais são principais preocupações da gestão do desempenho de processos, esta apresentação irá mostrar uma abordagem para identificar indicadores e mostrar suas medida de uma forma muito prática e útil. A apresentação abordará os tópicos: • O que realmente importa ser gerenciado • Ciclo de vida de Medição • Definição de resultados do processo: as partes interessadas, necessidades e expectativas • Identificação de Indicadores: de potenciais a necessários • O papel das “Questões Chave de Desempenho” aplicadas a processos Criação de cocktpits: dicas práticas
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Medir o que importa: Valor entregue pelo processo
- 1. 1 I Measuring What Matters: Value Delivered by Process Speaker: Alexandre Magno Vazquez Mello Duration: 60 minutes Author:Date:Presented at: November, 6th - 2015
- 2. 2 I2 I Different types of indicators, different approaches Indicators Types Organizational Strategic Operational Process And much more ... Sub-Types: • Lagging • Leading Sub-Types: • Lagging • Leading
- 3. 3 I3 I Presentation Motivation How to do what measurement gurus´ tell you to do Measurement Gurus´ Guidelines: 1. Measure what matters 2. Define a small set of good indicators 3. Establish a context to help to understand the measurements 4. Look for a Measurement System that inspire improvements and business insights
- 4. 4 I4 I Discard Indicator´s Life Cycle Identify Describe Implement Deploy Use Evaluate Refine
- 5. 5 I What is a Process? Process Definition Stakeholder Process Definition (after Michael Hammer & Roger Burlton) “A process is a repeatable and organized set of actions performed to produce a result of value to customers and other stakeholders”
- 6. 6 I After all, What is Value? Value = Benefit-Cost According to Roger Burlton (2010) According to Philip Kotler (2000): “The total cost is the set of costs that consumers expect to incur in evaluating, obtaining, using and disposing of a product or service” "The benefits in customer insight comes from fulfilling their needs or meeting their expectations"
- 7. 7 I7 I Expectation = the experience perspective • anticipation of how we should interact and deal with the stakeholder • how we deliver service • if not met, we will have disappointed the stakeholder but perhaps not failed outright • what potentially delights the stakeholders as long as needs are met Define Stakeholder Needs and Expectations (*) 7 Need = foundational products and services value perspective • a fundamental necessity of what we must accomplish now and in the future • essentially the process outcomes and perceived stakeholder value • if not met we will have failed outright • what satisfies the stakeholder Kano Chart (*) Roger Burlton
- 8. 8 I8 I What is a Process? Value Delivery: Process Configuration (*) • Methods / Techniques • Standards and Policies • Checklists • Skills requirements • Quantity definition • Bonuses rules definition • System and Tools requirements • Networks and computers performance requirements • Layout requirements • EHS Requirements • Vehicles requirements • Organizational requirements (formal and informal) and reports • Management roles to be played • Inputs specification • Demand forecast • Stakeholder´s partial and final results identification • Outputs definition and destinations • Purpose, Results, Goals Business Process: • Activities flow • BUs involved Business Performance: • Performance Goal/Level (*) After “Roger Burlton Hexagon” Start: Business Event End: Business Outcome Enabling Technology Business Performance Intent & Strategy OutputsInputs
- 9. 9 I What is Business Process Management? BPM Definition BPM Definition "Discipline that sustains and improves the measurable performance of business processes by optimizing processes and capabilities throughout the Organization." (Roger Burlton)
- 10. 10 I10 I Why do we measure processes? The Essence of Process Measurement Why Do We Measure Processess? 1. To evaluate if a process has been producing the results that it is supposed to after being: • Created, • Changed (to keep its intended performance level) or • Improved (to reach a new performance level) 2. To evaluate if it will produce the results that it is suposed to during its execution 3. To promote/ensure good behaviors Appearances are deceiving
- 11. 11 I11 I What Matters to Be Measured? Discard Identify Describe Imple ment Deploy Use Evaluate Refine What “Matters” to be Measured • Everything that describes what the process is supposed to do or produce, specially: • Process´ Purpose • Process´ Results
- 12. 12 I12 I What Matters to Be Measured? Needs: Purpose statement About "Purpose“: • Responds to: "Why is the process there?“ • Determines the effectiveness of the process • Synthesizes knowledge about what the process is all about • Helps to understand why the process is needed
- 13. 13 I13 I What Matters to Be Measured? Needs: Purpose statement Good Purpose statement characteristics: 1.Define clearly the the needs to be met 2.Specific 3.Is the cornerstone to measure process effectiveness
- 14. 14 I14 I What Matter to Be Measured Result Statement: Definition and Chacteristics About Results: 1.Must be established for each stakeholder 2.Are comprised by 4 parts: • Closing event • Outputs • Value attributes • Performance level 3.Drives process development / improvement 4.Is the cornerstone for indicators identification Lend MoneyLoan request Inputs Applicant Share holders Stakeholders Loan portfolio Money available Request rejected Outcome of Value
- 15. 15 I15 I Example of a Business Result of Value from Customer´s Standpoint Process: Lend Financial Resources Needs Money lent from an Organization Purpose Lend money to Customers according to Customer´s needs and payment capacity Expectations (Perceives) ↓ Time ↓ Interest rate ↓ Embarassment ↑ Convenience Outputs (Receives) Signed Contract Money Application Rejected Customer´s Perspective End Amount avaiable to be used Value Atributes
- 16. 16 I16 I Example of a Business Result of Value from Customer´s Standpoint Process: Lend Financial Resources Performance Level Needs Money lent by an Organization Purpose Lend money to Customers according to Customer´s needs and payment capacity Expectations (Perceives) ↓ Time Application approved in 2 hours or less ↓ Interest rate X% or less ↓ Embarassment Y% complaints ↑ Convenience 95% channels 24 x 7 x 365 Outputs (Receives) Signed Contract Money 30 minutes 2 hours Customer´s Perspective End Amount avaiable to be used 24 working hours
- 17. 17 I17 I Example of a Business Result of Value from Shareholder´s Standpoint Process: Lend Financial Resources Needs Make Money from lending Purpose Lend money to Customers according to Customer´s needs and payment capacity Expectations (Perceives) A healthy loan portfolio ↓ Risk of not getting the money back ↓ Minimum default rate → Competitive loan conditions ↓ Minimum time ↑ ROI Outputs (Receives) Signed contract Loan portfolio Shareholder´s Perspective End Booked loan Value Atributes
- 18. 18 I18 I Example of a Business Result of Value from Shareholder´s Standpoint Process: Lend Financial Resources Performance Level Needs Make Money from lending Purpose Borrow money to customer as negotiated Expectations (Perceive) A healthy loan portfolio ↓ Risk of not getting the money back 2% ↓ Minimum default rate 2% → Competitive loan conditions Within X% of average in market ↓ Minimum time Approved in 2 hours or less ↑ ROI X% Outputs (Receive) Signed contract Loan portfolio Shareholder´s Perspective End Booked loan 72 working hours
- 19. 19 I19 I Implementing Indicators Implementation Focus • Which indicators to implement • Who will use the measurements • How to present the measurements • How to organize measurements in order to be useful • ETL and Cockpit coding Discard Identify Describe Imple ment Deploy Use Evaluate Refine
- 20. 20 I20 I From Potential to Chosen Measures How to select measures to be implemented Measures to Be Implemented: • Identify Decision Makers • Identify Their Main Concerns
- 21. 21 I21 I From Potential to Chosen Indicators Identifiy Main Concerns Main Concerns: • Evaluate if process is working well through Key Process Performance Questions (KPPQ) (1) (1) After Key Performance Question (KPQ) by Bernard Marr
- 22. 22 I22 I What Matters to Be Measured? Value Measurement: Needs and Expectations Which Process Went Wrong? ❶ ❷
- 23. 23 I23 I From Potential to Chosen Measures What are Key Process Performance Question Characteristics? (1) KPPQ Characteristics: • Open question • Performance related to allow evaluate how well process is performing • Short and clear • Focus on present and future • Refined and improved as used • Base for reports, communication and review performance (1) Based on Key Performance Question (KPQ) by Bernard Marr
- 24. 24 I24 I From Potential to Chosen Measures Identifiy Main Concerns – Key Process Performance Question KPPQ (1) Typical Key Process Performance Question • To what degree … • To what extent … • How well … • How effective … • Why do we believe that … (1) After Key Performance Question (KPQ) by Bernard Marr
- 25. 25 I25 I CockPit Prototype Example 0 200 400 600 800 1000 1200 1400 1 a 10 11 a 20 21 a 30 > 30 days Cancelation by Quitclaim Untill: DD/MM/YYYY Value Quantity 0 50 100 150 200 250 1-3 4-6 6-12 >12 Consecutive Withdraws (Qtty) Period: de MM/YYYY a MM/YYYY Role: Executive Management KPPQ: Why do we believe we are reaching the right target on selling retirements funds?
- 26. 26 I26 I Wrap-up Approach´s step-by step 1. Select the right indicators • Begin with effectiveness indicators (See Purpose) • Focus on value creation (See Value Atributes) 2. Measure what matters (few & good indicators) 3. Don´t expect to be perfect on the first time (Identify, Describe, Implement, Deploy, Use, Evaluate, Refine) “Transforming Performance Measurement“, Dean R. Spitzer
- 27. 27 I27 I Wrap-Up Let´s use the step-by-step guidance ❶ ❷
- 28. 28 I28 I Wrap-up: Which “Sell Cake” Process went wrong Result Statement: Example and potential measures Process: Sell Cakes Performance Level Needs A cake for a party -- NA Purpose Sell cakes, produced on demand, as ordered by the customer 0.5% returns 2% complaints Expectations ↑ Resemblance to the model 3% complaints ↑ Tastes good 5% complaints ↑ Healthy Up to X calories ↑ Delivery on time 98% ↓ Mishandling 1% ↓ Damages (aftaer delivery and set up) 1% ↓ Cleanliness complains (after delivery and set up) 3% complaints Outputs The cake Customer´s Perspective End Cake where the party will take place -- NA
- 29. 29 I29 I Wrap-up: Which “Sell Cake” Process went wrong Role: What we have to be shown on a cockpit? Performance compared to each specific goal. , Senior Management Profits Fines Suits Sales Management KPPQ: Why do we believe we are making good sales? or To what extent we are fullfilling our promisses? Taste Healthy On-time delivery Mishandling Damages Cleanliness Resemblance
- 30. 30 I30 I Wrap-up Measurement System Pilars Basic Performance Measurement Transformational Performance Measurement “Transforming Performance Measurement“, Dean R. Spitzer Interactivity Integration Focus Context Outstanding Management Outstanding Organizational Performance Negative: Control, Punish, Reward Positive: Give feedback, Learn, Improve Negative: Industry measures Positive: To measure what matters Negative: Disfunctional Measures Positive: Cause & Effect Relationship Interdepartamentals measures Negative: Focus on the technical aspects of measurement Positive: Focus on the social aspects • Traditional Measures • Greater emphasis on volumetric • Main use: judgment and consequent reward and punishment • Static measurement system • Measurement by functional area • Lack of charge of the measuring system
- 31. 31 I Measuring What Matters: Value Delivered by Process Speaker: Alexandre Magno Vazquez Mello Duration: 60 minutes Author:Date:Presented at: November, 6th - 2015
Editor's Notes
- Before digging in the life cycle I would like to call your attention for this slide. It sort measures on types and sub-type. For the sake of illustration there is just a few examples when, in reality we have much much more. It´s very importante to undestant this because for each specific type and/or sub-type a especifc how-to method can be applied to the same activity.
- Vale ressaltar – It is noteworthy When we start studying measurement sooner or later we stumble upon this 4 guidelines. They are pretty obvious, don´t they? Although these guideline appear in Organizational Measurement books I strongly believe that they can all also be applied to Business Process Measurement because they can be considered as general measurement guidelines. So, the question is “How to implement them these obvious guidelines?”. How to make sure that we are measuring what matters, creating a sounding set of measures and presenting them in an understandable way to our decision makers? In some of the Organizational Measurement books there are explanations about how to do it. I didn´t find any specific book or section about Process Measurement. I haven´t found any literature that explains or provide a step-by-step guidance about how to implement these guidelines in process performance measure. In this presentation I will explain how I´m doing to implement this general guidelines in Business Process Measurement. I will focus much more in the first three ones but the forth will be indirectly covered because it is a natural consequence.
- There are some activities that cover the whole Measure Life Cycle. They are: -- Explain briefly the Life Cycle During the presentation I will focus on the highlighted activities and talk about the guidelines and how to implemente them. Hence, in the Identify activity we wil see how to identify measures that matters, in the Implement activit we will talk about how to prioritize the measures to be implemented and how to present measurements in a way that helps its understanding.
- Let´s remind the process concept because it is key for the approach.
- 7
- Only after defining the results we are able to configure a process that will produce the expected result. The outter layer identify all the componentes that in conjunction with the activities and it´s flow will composse the whole process. This outer componentes can be seen as restrictions when you can´t chage them or as opportunities when you can change them when configuring a new or a improved process. For each of these components there are specfic process aspects to be considered. For example, for Human Capital we have to define, when necessary, the skills required, how many people show be allocated to execute and what are the bonuses rules.
- Let´s remind the process concept because it is key for the approach.
- 1. For the item 1 we must use lagging indicator sub-type that will measure the process like a black box. It will focus on the results/outputs regardless how the process is organized in terms of activities and flow. Leading measures can say if the process is working well or not compared to how it is supposed to work. It allows us to compare the real performance to the expected one. 2. For the item 2 we must use leading indicator sub-tyoe that will measure the process linke a White box. Hence, we must know how the process is organized in order to identify the indicator and decide where to put it. Leading indeicator is a real-time measure obtained during the process execution and it´s objective isl help to assure each specific execution will achieve its goals. To avoid the information overload in massively executed process we must define threshold, triggers and messages to help managers intefere properly and punctually. 3. There is a lot of good sayings in measurement field. One very famous and revelant is: “We get what you measure”. So if are measuring something wrong it is very likely that bad behaviors is being promoted. Worse if this goals are linked to bonuses. Generally, whatt happenn when sales people are bonused based on volume? When production plants are bonused based on inventories? We are not measuring to avoid people make mistakes. We are meausring to let them know that they are reallly doing what they are supposed to. Never lose sight of the behavior that is being, conscious or inconciously, implied with a measure. There will always be at least one.. My most important piece of advice in this presentation is: never, never forget to evaluate what behaviors is applied by the measures you choose and never be afraid to find new measures if the behaviors are not positive ones such that you will regret, sooner or later, to promote them.
- For example: What can be the purpose for the process “Sell a house”
- For example: What can be the purpose for the process “Sell a house”: Turn house being sold opportunities into agreements according to customer needs and budget limit” Is it measurable? For example: What can be the purpose for the process “Borrow Financial Resources”: Turn house sale opportunities into agreements according to customer needs and budget limit” Is it measurable? Wich measure would you use?
- Typical Decision Takers / Management Roles Shareholders Executive Management Operational Management Compliance Management Sales Management Quality Management etc
- Closed questions: How many How much Where
- Measurement Disfunction occurs specific numbers might improve but the performance that is really importante will worsen