Application Workshop – Session Four June 7, 2011

Application Workshop – Session FourJune 7, 2011

Workshop Agenda

• Category 2 – Questions

• Understanding Your “Work System”

• Category 3 – Process• Understanding criteria requirements in order to formulate

accurate responses in your application for:• Item 3.1 – Value Creation Process Management

• Item 3.2 – Support Process Management

• Item 3.3 – Work System Design

• Item 3.4 – Results/Impact

• Interim “Assignment”

• Questions, Next Steps

Category 1 Examples

• Share Food “Application”• Link on one-center.com• Item 1.1 – pps.1-2, 4-5• Item 1.2 – pps. 22-24• Item 1.3 – pps. 21, 23• Item 1.4 – pps. 3-4• Item 1.5 – pps. 19-20• Item 1.6 – pps. 47-49 (1.5-1 & 1.5-3),

38-41 (1.5-2)

Questions – Session ThreeCategory 2 - Principles

Session Objectives

• By the end of the session, participants are expected to:• Understand your organization’s work system and how

your organization operates from a process rather than structural perspective

• Understand the criteria requirements for all items in Category 3 – Process

• Develop initial self-assessment data in key items/areas to address utilizing the ADR continuum

• Know where to turn for assistance in working on this self-assessment process

ONE V Criteria

Criteria Overview

Leadership SystemWorkforce Engagement

Governance

Who are our customers? What is our Mission? What Values establish how we operate?What do we want the world we serve to look like (our Vision)?

What is our organization’s area of greatest expertise? What is our biggest challenge to success?

Customer EngagementStrategic Planning

Measurement/Data

Work System DesignCreating Value

Support Systems

People

Principles

Process

Organizational Profile

Category 3 - Process

Understanding Your“Work System”

Value Creation, Support

• “Value Creation” transformation of inputs through application of human resource and process capabilities to create an outcome that provides utility to an end user/customer

• Value Creation Processes often leverage core competencies and/or key capabilities to produce a desired result/impact that benefits the customers and stakeholders

• Support Processes are the “infrastructure” required to enable value creation processes to perform – Development, HR, IT, Finance/Accounting, Facilities, etc.

Work System – Sharp Health Care

SIPOC Diagram – Six Sigma Tool

Suppliers Inputs Processes Outputs Customers

SIPOC Diagram – Share Food


Foundations

Corp. Donors

Grocers

Restaurants



Foundations

Corp. Donors

Grocers

Restaurants

Regional food distribution agencies

Community



Foundations

Corp. Donors

Grocers

Restaurants

Food

Cash

In-Kind Support

Time

Volunteers

Office Supplies


Community



Foundations

Corp. Donors

Grocers

Restaurants

Food

Cash

In-Kind Support

Time

Volunteers

Office Supplies

Food Acquisition

Food Distribution

Agency Network Coordination


Community



Foundations

Corp. Donors

Grocers

Restaurants

Food

Cash

In-Kind Support

Time

Volunteers

Office Supplies

Food Acquisition

Food Distribution

Agency Network Coordination

Quality Food right amount, right place,right time


Community

Table Exercise – SIPOC Review

• Walk your peers at the table through your SIPOC, explaining the rationale behind the key value creation processes identified.

• Provide your peers with feedback to help them clarify their work system.

• 10 minutes

Share Food – Work System

Food AcquisitionFood Acquisition

Food DistributionFood Distribution

Network Coordination


FoundationsCorp. Donors

GrocersRestaurants


GrocersRestaurants

Regional food distribution

Agencies

Community


Agencies

Community

Customer Service, Finance, HR, IT, Development, Marketing/Communications


GovernanceGovernance LeadershipLeadership Strategic PlanningStrategic Planning

Item 3.1 – Value Creation Processes

Items 3.1-1 - Key Value Creation Processes

• Key Elements • Key processes (2-3) - that create tangible value for

customers • How do these create customer value• Role in creating mission impact

Items 3.1-2, 1-3 - Key Value Creation Processes

• Key Elements • Improvement - systematic approach to review

process performance and identify improvement requirements – how and who

• Measure/Quantify Effectiveness – data-based process performance tracking/evaluation

• Process performance, not just process outputs• Examples may be cycle time, error rates/rework, cost

savings, resource use, etc. – quicker, cheaper, better

Item 3.2 – Support Processes

Share Food – Work System

Food AcquisitionFood Acquisition

Food DistributionFood Distribution




GrocersRestaurants


GrocersRestaurants


Agencies

Community


Agencies

Community



GovernanceGovernance LeadershipLeadership Strategic PlanningStrategic Planning

Items 3.2-1 – Key Support Processes

• Key Elements • Key processes that support value creation processes

and the people who execute them

Items 3.2-2, 2-3 – Key Support Processes

• Key Elements • Improvement - systematic approach to review

process performance and identify improvement requirements – how and who

• Measure/Quantify Effectiveness – data-based process performance tracking/evaluation

• Process performance, not just process outputs• Examples may be cycle time, error rates/rework, cost

savings, resource use, etc. – quicker, cheaper, better

Table Exercise – Support Processes

• Identify the key support processes that would appear on your completed work system diagram.

• Share this list with your peers for clarification and feedback.

• 10 minutes

Item 3.3 – Work Systems

Item 3.3-1, 3-2 – Work System Design

• Key Elements • Leveraging Core Competencies

• Link back to competencies identified in Organizational Profile

• Describe your approach to determine if you are fully leveraging the key “capabilities” you have as well as how you keep your capabilities current with changing requirements

• In-house vs. Outsource• How do you decide – who, how, review cycle, etc. • Criteria that drive your decisions

Table Exercise – Outsourcing Criteria

• How does your organization decide which processes (value creation and support) will be handled in-house and which will be outsourced? What criteria do you use for these decisions?

• Share with your peers for feedback• 10 minutes

Item 3.4 – Results/Impact

Item 3.4-1 – Results/Impact – Value Creation Processes

• Key Elements • Levels and Trends• Quantification of how well you do your work, not

just how much work you do• Measures identified in 3.1-3 • Examples may be cycle time, error rates/rework, cost

savings, resource use, etc.

Item 3.4-2 – Results/Impact – Support Processes

• Key Elements • Levels and Trends• Quantification of how well these processes perform

– effectiveness and/or efficiency• Measures identified in 3.2-3 • Examples may be cycle time, error rates/rework, cost

savings, resource use, etc.• How do you measure effectiveness of outsourced

processes?

Questions

Interim Assignment

Preparation Process

• Complete your self-assessment work based on Categories 1-3

• Compile “data” for Organizational Profile• Identify your criteria questions – related to both

understanding and response content• Review the Share Food case study application• E-Mail your questions to [email protected]

by June 16 so that we can address them directly in the session on June 21

mailto:[email protected]

Next Session – June 21Preparing Your Application

Application Workshop – Session FourJune 7, 2011

Documents

Application Workshop – Session Four June 7, 2011