OE21TM Course 4 Operations Excellence

Work Processes      

Course 4 Work Processes

Unit 4 Work Processes has four (standards) aligned to Baldrige Framework. 

Course 4 Operations Excellence (Work Processes)

WHO SHOULD IMPLEMENT WORK PROCESSES STANDARDS: Managers of Product and/or Service Design, Production, Delivery and Customer Support, Project Managers, Quality Managers, Risk Managers, and other managers who manage these operations. The Operations Focus Team (OFT) Chair Person is accountable for Operations Excellence results, including process management, product and service design, production, delivery and support management, supplier/supply chain management, quality management, and risk management.

WHAT YOU RECEIVE:

  • HPO21 Institute Certificate of Completion - Operations Work Processes. This certificate indicates that you have completed the Unit 5 Operations Excellence Implementation

  • Operations Excellence Decision Support Tools: Downloads and licenses to use the following Decision Support Tools:

  • OFT_6.1a_Operations_Excellence_Action_Plan (.xlsx)

  • OFT_6.1a_Process_Designer (.xlsx)

  • CFT 3.2 Product Service Value Contribution

  • OFT_6.1b_Project_Manager (.xlsx)

  • OFT 6.1c Key Supplier Selection Assessment (survey)

  • OFT_6.1c_Key_Supplier_Selection_Matrix (.xlsx)

  • OFT 6.1c Key Partner Selection Assessment (survey)

  • OFT 6.1c Key Supplier Performance Assessment (survey)

  • OFT_6.1c_Key_Supplier_Performance_Matrix (.xlsx)

  • OFT 6.1d Innovator Assessment (survey)

  • OFT_6.1d_Innovator (.xlsm) *macros

  • OFT_6.1d_Risk_Manager (.xlsx) 

Module 1 - 6.1a Product, Service, and Process Design

VALUE ADDED - (MANAGERS) - Organization Managers who successfully implement this OE21 Standard will understand and be able to accomplish the following Work Processes actions:

  • Determine or Update Product, Service, and Process Requirements

  • Determine or Update Key Work Processes Requirements

  • Implement Work Process Design or Revisions

  • Integration of Departments and Processes

  • Document Standard Operating Procedures (S.O.P.) using OE21 SOP guide

  • Design or update Key Processes using the OE21 Process Designer

  • Inputs tasks into the Operations Excellence Action Plan

  • Review Product, Service, and Process Design Results

 

Use the following Work Processes Design Tools:

  • CFT 3.1 Voice of Customer Assessment (survey)

  • CFT 3.1 Voice of Prospect Assessment (survey)

  • CFT 3.2 Product Service Requirements Specifications (doc)

  • CFT 3.2 Product Service Offering Document (doc)

  • OE21 Standard Operating Procedure (S.O.P.) template

  • OFT_6.1a_Process_Designer (.xlsx)

  • OFT_6.1a_Operations_Excellence_Action_Plan (.xlsx)

  • OFT_7.1_PMS_Operations_Excellence_Metrics (with added metrics)

VALUE ADDED - (ORGANIZATIONS) - Organizations will benefit as their managers become "internal consultants" who have the knowledge and tools to help the organization achieve these capabilities and results:

  • Determine or update Product, Service and Process Requirements

  • Integrate Departments and Work Units with Key Processes

  • Use the S.O.P. template to create Standard Operating Procedures for key processes

  • Create Process Charts for key Work Processes (design, production, delivery, support)

  • Update the Operations Excellence Action Plan with Work Processes results

  • Select and track Work Process metrics (key trends and action plans)

Module 2 -  6.1b Process and Project Management

VALUE ADDED - (MANAGERS) - Organization Managers who successfully implement this OE21 Standard will understand and be able to accomplish the following Work Process actions:

PROCESS MANAGEMENT

  • Implement Process Management

  • Establish Process Measures or Indicators

  • Estimate Process Costs and Value Contribution

  • Estimate Key Process Cycle Time and Cost 

  • Compare Actual Process Cycle Time and Costs to Estimates

  • Implement Key and Support Process Corrective Action

  • Establish Project Management Guidelines and Tools

 


PROJECT MANAGEMENT

  • Measure Project Earned Value (% complete)

  • Create Project Goals

  • Define Project Tasks and Durations

  • Define Task Responsibilities 

  • Schedule the Tasks

  • The decision to Track Project Costs

  • Gain Commitments to Execute Project Plan

  • Approve the Project Plan

  • Input and track Project Costs

  • Estimate future Project Costs and Schedule completion dates

  • Implement Project Changes

 

PRODUCT, SERVICE AND PROCESS IMPROVEMENT TRACKING AND REVIEW

  • Update Operations Excellence Action Plan

  • Input Process and Project Metrics into PMS

  • Use PMS to Review Process and Project Performance

 

Use the following Product, Service, and Process Design Decision Support Tools:

  • OFT_6.1a_Process_Designer (.xlsx)

  • OFT 6.1b_Project_Manager (.xlsx)

  • CFT 3.2 Product Service Value Contribution

  • OFT_6.1a_Operations_Excellence_Action_Plan (.xlsx)

  • OFT_7.1_PMS_Operations_Excellence_Metrics (with added metrics)

VALUE ADDED - (ORGANIZATIONS) - Organizations will benefit as their managers become "internal consultants" who have the knowledge and tools to help the organization achieve these capabilities and results:

  • Establish process measures and indicators

  • Estimate process costs and value contribution

  • Estimate process cycle time and costs

  • Compare actual process cycle time and costs to estimates

  • Implement key and support process corrective action

  • Establish project management (earned value) guidelines and tools

  • Use project management tools and procedures to plan and manage projects

  • Implement product, service and process improvements

  • Implement Operations Excellence Action Plans with process and project data

  • Implement PMS Operations Excellence Metrics (key trends and action plans)

Module 3 -  6.1c Supplier and Supply Chain Management

 

VALUE ADDED - (MANAGERS) - Organization Managers who successfully implement this OE21 Standard will understand and be able to accomplish the following supplier/supply chain management actions:

  •  Select key suppliers and supply chains

  •  Allocate purchase orders and contracts to suppliers and supply chains

  •  Measure and manage the performance of suppliers and supply chains

  •  Implement improvement plans for supplier and supply chains

 

Use the following Supplier and Supply Chain Decision Support Tools:

  • OFT 6.1c Key Supplier Selection Assessment (survey)

  • OFT_6.1c_Key_Supplier_Selection_Matrix (.xlsx)

  • OFT 6.1c Key Partner Selection Assessment (survey)

  • OFT 6.1c Key Supplier Performance Assessment (survey)

  • OFT_6.1c_Key_Supplier_Performance_Matrix (.xlsx)

VALUE ADDED - (ORGANIZATIONS) - Organizations will benefit as their managers become "internal consultants" who have the knowledge and tools to help the organization achieve these capabilities and results:

  • Review prior assessments of suppliers and supply chains (if available)

  • Conduct Key Supplier Selection Assessments (surveys)

  • Input data and analyze Key Supplier Selection Matrix

  • Conduct Key Supplier Performance Assessments (surveys)

  • Input data and analyze Key Supplier Performance Matrix

  • Design and document the Supply Chain System (use OE21 Process Designer as needed)

  • Implement Operations Excellence Action Plan (with suppliers/supply chain actions)

  • Implement PMS Operations Excellence Metrics (with suppliers/supply chain metrics)

Module 4 -  6.1d Innovation and Risk Management

VALUE ADDED - (MANAGERS) - Organization Managers who successfully implement this OE21 Standard will understand and be able to accomplish the following innovation and risk management actions:

  • Evaluate strategic opportunities determined to be intelligent and worthwhile risks

  • Allocate financial and other resources (e.g., people, material, equipment) to pursue strategic opportunities

  • Provide tools for collection and analysis of categorized ideas to support innovation (brainstorming) 

  • Provide for risk identification and mitigation in support of changes to products, services or programs 

  • Provide additional tasks for Operations and Leadership Excellence Action Plans

  • Provide suggested metrics associated with innovation and risk management projects

Use the following Operations Excellence Decision Support Tools:

  • OFT 6.1d Innovator Assessment (survey)

  • OFT_6.1d_Innovator (.xlsm) *macros

  • OFT_6.1d_Risk_Manager (.xlsx)

  • LFT P.2 Organization Profile

  • OFT_6.1a_Operations_Excellence_Action_Plan (.xlsx)

  • OFT_7.1_PMS_Operations_Excellence_Metrics (with added metrics)

VALUE ADDED - (ORGANIZATIONS) - Organizations will benefit as their managers become "internal consultants" who have the knowledge and tools to help the organization achieve these capabilities and results:

 

  • Prepare and review the Organization Profile P.2 (competitive position, competitiveness, comparative (benchmark data), strategic context, performance improvement)

  • Introduce new organization opportunities

  • Apply OE21 Innovator tools (brainstorming) to evaluate opportunities, problems or solutions

  • Create Innovator Results Analysis reports

  • Use OE21 Risk Manager tool to evaluate risks

  • Implement Operations Excellence Action Plan (with tasks for new opportunities, problems or solutions)

  • Implement PMS Operations Excellence Metrics (with results metrics for new opportunities, problems or solutions)

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