There are many different Improvement methodologies, that have
been developed by many gurus over many years. ThinkingProcess sees
that an effective process excellence programme needs to develop
balanced capabilities in a number of different areas.
The model and assessment can be used at different organisational
levels, including local, functional, cross functional and end to end
process assessments, as well as with customer and suppliers. This
can be seen in the Network Rail example below.
Some areas will provide quick wins, and others longer term benefits.
The programme needs therefore to develop the areas accordingly to
get visibility and demonstration of quick wins etc with a balance
across the areas.
Generally maturity models have (four or five) defined maturity
levels for each section that is being assessed with simple questions
that enable a team or group to assess what level they are at.
Expected benefits will be described for improving to higher levels,
which can be assessed and agreed within the team, and the model will
be supported by suggested action plans and tools for achieving
higher maturity levels. Different areas for assessment may include
some or all of the following:
Programme
1. Programme: Vision, strategy, programme, project management,
milestones, Maturity Assessment,
2. Engagement: Exec and management etc commitment, engagement,
culture, communications
Process
3. Process: (corporate) models (process, organisation, KPI, location
etc), notation standards, context, SIPOC relationships, other
process standards and definition (static), Ownership maturity, end
to end / functional, (technology maturity)
4. Process Information (dynamic): KPI, data, analysis, control
charts, lead and lag indicators, balanced scorecard, knowledge,
accessibility, (technology maturity)
Activity
5. Process Management: Visual management, management and staff
reviews, prioritisation, sponsorship, customer focus, process audit,
performance review
6. Process Improvement: Prioritised improvement (hopper), use of
methods, delivery to benefit, share and knowledge management,
transfer of best practice, long term and short term improvements,
people process and system changes, project management, (process
automation technology), (project management technology maturity)
Capability
7. Tools and Methods: process modelling and documentation, lean,
workouts, six sigma, dfss etc, specific tools, documentation, review
and improvement
8. People: Owners, Project roles (belts, champions, team etc),
process performers, process managers, skills, knowledge, rewards,
availability and priority
(Other)
9. Systems: intra system integration, inter system integration
Example Maturity Models
ThinkingProcess
Process Maturity Model This model was developed by ThinkingProcess as a comprehensive process maturity model, covering three areas:
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Blue Chip Company
Process Maturity Model
Example of a process maturity model → |
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Network Rail Process Maturity Model (1) This model was developed as a tool to show the route to world class processes and some of the key steps along the way. It was intended to be visual, and was used both to explain the strategy of the programme, and discuss where individual functions or projects thought they were at.→ |
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Network Rail Process Maturity
Assessment (2) This more detailed maturity assessment was developed for teams to self assess the maturity of their process efforts→ |
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BP Trends This model was described in detail in the November 2004 BP Trends magazine.→. Click on the image for full size picture. |
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Generic Model This model is arranged into three areas: process, performance, improvement. |
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CMMI The CMMI Model was developed as a maturity programme for system and software development. It covers 5 different levels of maturity, and the comprehensive model also identifies different business areas that will have process capability at different levels of overall business maturity.→ |
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IDS Scheer This model includes additional attributes, such as improvement, competence, standards etc→ |
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EFQM The EQFM→ (European Foundation for Quality Management), or Baldridge model in the US, is a business Excellence assessment model. It covers much more than process maturity, but a high level of process assessment is included. As well as providing the ability to conduct self assessments, companies can be externally assessed, leading to annual awards.→ |