Process - Self-evaluation Ensure all the processes which effect performance are responsibly developed and designed, using methods which aid collective involvement and disciplined thinking. In planning improvement in any aspect of management, it is vital to have a clear understanding of both the start-point and the end-point; of where you currently are and where you want to be. The following simplified scale is offered as a means to think through your answers to these questions. The scale is set over five points, with the best situation reflected at the top of the scale (as reflected in the diagram below right). The descriptions of each step in the scale are further amplified in the text below. In using the scale we suggest that you think through your answers to the following questions: Where is your company currently? How do you know? To what stage do you want your company to develop? Why, what will be the benefits? What actually needs to happen to close the gap? Are you willing to drive it?

Fast Perspectives: (click below for an oversight) Case studies of success Managing by Design - a handbook of Systematic Mgt. (purchase on line) Transforming performance through QFD (insight) Testimonials on systematic management Navigation: (for Process) Overview Principles Tools

All processes deliberately designed to ‘perform’: There is a regular cycle of re-evaluating the performance of all processes, & redesigning them to achieve their potential. Design tools are clearly in evidence and there is frequent experimentation with new concepts and ideas for improving process performance. Key/critical processes have been ‘designed’: The team identify their key/critical processes in serving their customers, and explicitly evaluate the performance of these processes against customer needs and through bench-marking. They consciously re-design these processes to fulfil their potential. Processes have been mapped and developed: Some key processes have now been ‘mapped’ to graphically illustrate the process flow. This has led to some development of the process through addressing obvious inefficiencies and through the use of a problem solving discipline in tackling known issues. Some clear documenting and control of processes: There is some clear documenting and control of processes, probably through written procedures and inspection routines. This may have arisen as part of adhering to a quality management system such as that required by ISO 9000 registration. Concept of processes is not evident: The team is largely unaware of the concept of processes in their day-to-day work. Tasks are often seen in isolation and there is little consideration of the need to develop sequences of tasks to improve or control overall performance.   Home - Load frames - About us - Resources - Contact us © Tesseract Management Systems Ltd 2003