Great Game of Process
- the cool kids guide to making process stick
Presenter: Carla Wolfe
Senior Business Analyst
Elevations Credit Union
Building Business Capability 2013
Journey Outline
Tipping Points
People
Process
Technology
Baldrige Quality Award
BHAG
APQC
Got Process Survey
Enterprise Process Map SIPOCs
BPM Tracker
BPM Handbook
Blueworks
Blueworks Standards
OFIs
Great Games
Knowledge Assets
Enterprise Performance Dashboard
Skinny beginnings …
Robust progress!
19 Trained Facilitators
Regional Quality Award winner in two years
People
Process
Over 200 Business
processes documented
Technology
Who are we?
Value Proposition
We build long-term
relationships and deep
mutual trust with our
members by acting in the
best interest of our
membership and
community.
Colorado based Credit Union serving
>100,000 members in Boulder and
surrounding communities
Assets:
Deposits:
Loans:
1.3 billion
1.2 billion
672 Million
Tipping Point #1 =
Early Process Tools
People
Process
Technology
Baldrige
APQC
Enterprise Process Map What is Baldrige Performance
Excellence Program?
Category framework:







Leadership
Strategic Planning
Customer Focus
Measurement
Workforce Focus
Operations Focus
Results
National Quality Award = Early Driver
Why Baldrige matters to us:
 Common language
 Training, coaching, support
 Sustainable, proven framework
(not flavor of the month)
 Became our BHAG - What is a BHAG …)
Big Hairy Audacious Goal
(BHAG)
Why BHAG matters to us:
 Unified driving force
 Gives perspective when pursuit is tough
 Published, public …out there!
APQC
APQC (American Productivity & Quality Center) is a member-based
nonprofit and one of the world’s leading proponents of business
benchmarking, best practices, and knowledge management research.
APQC
Why APQC matters to us:
 We had no idea where to begin
 Helped us align our organizational work with value stream
concepts and known work such as Rummler’s
Helped us teach the organization where we were trying to go
APQC Framework + Internal
Assessment (Got Process?)
Scary Survey Results
87% survey respondents
reported
NO PROCESS
Benchmarked against APQC
(modified) framework
Level-Setting the Start Point
Why the survey mattered to us:
 Level playing field
 Gaps became evident
 Awareness across the organization
Translating Survey to
Enterprise Process Map
Recent Enterprise Process Map
11 Categories
200+ Processes
One view for all process development
Why the Map matters for us:
 Oriented entire organization cross-functionally with
inputs and outputs
 Snapshot update for Senior Leaders
 Highly visible symbol of progress
Enterprise Process Map Building with SIPOC
Why the SIPOCs matters for us:
Objective
Suppliers
Inputs
Process
Outputs
Customer
Requirements
Measurements
 Assisted in linking processes across the Enterprise
Process Map
 Provided initial orientation to building processes and
training for employees
 Now a requirement for development of all processes
and essential for process stakeholder
engagement
BPM Tracker
 Needed to keep a line of sight with the SIPOCs
 Needed to identify and track process owners and Stakeholders
 Needed a an easily accessible tool for multiple process owners
 Needed a uniform approach (methodology) for all process owners
BPM Tracker
Why the BPM Tracker still matters for us:
 Scorecard promotes healthy fun and visibility
 Senior Leaders use it for snapshot view and
one-to-one sessions
 Quick visibility for process owners and
champions
BPM Workbook
BPM Workbook
Why the Workbook Matters
 Allowed self directed development
of processes with limited resources
 Pre-requisite Reading for training classes
allowing faster boot-up for new
employees
 Allowed other employees to start teaching
and leading within their own teams
Tipping Point # 2 = Technology
People
Process
Technology
“Blueworks”
Migration to Technology solution
“Blueworks” = Process Management
Governance/Approval
Stakeholder Validation
Reporting
Change Control
Linked processes
Project Management
Blueworks
Why Blueworks Matters to us:
Exponential velocity in BPM development efforts
Single source of truth for all things process
Reporting, Sorting, Scouting, Coaching
Opened the opportunity to many teams and
departments to contribute and get engaged
Printing flowcharts created working laboratories
and Value Stream conversations on walls/halls
Tipping Point # 3 = People
People
Process
Technology
“Special Forces”
•19 Facilitators
•Every functional area
•Trained on BPM Tools
•Licensed in Blueworks
•Comprised of VPs & Managers
Purpose of Special Forces
•To assist in the design and deployment of functional area processes which
are linked and integrated with other functional areas and stakeholders
•To ensure consistency and completeness among Users of Blueworks for
capturing process documentation including SIPOCs and Flowcharts by
implementing BPM methodology, rules and guidelines
•To collaborate and advise on defining, designing, deploying and monitoring
a process
PEOPLE
Great OFI Games!
OFI – Opportunity for Improvement
Special Forces:






Conducted “Ride-Alongs” while people performed job
Developed list of OFIs
Prioritized list cross-functionally
Developed Game Boards
Worked the list of OFIs
Rewarded teams for “knocking OFIs off the list” using game boards
Latest Developments
Knowledge Management
Analyst
Enterprise Performance
Dashboards
People
Process
Technology
DecisionManagement
Enterprise Dashboards
Knowledge Asset Governance
Policy
• BOD Policy
• Management Policies
• Business Process & Procedures
• Business Rules
• Forms, Notices, Disclosures, Letters
Rules
Definitions
Process
Formsdisclosures
Procedure
Conclusion
CEO VP Enterprise Performance Senior Business Analyst Special Forces
Baldrige
BHAG
Got Process
APQC
Enterprise Process Map People
Process
Technology
Blueworks
Blueworks Standards
SIPOCs
BPM Tracker
BPM Handbook
OFIs
Great Games
Great Game of Process
Thank you for playing!
Questions Please
Presenter: Carla Wolfe