Local (or Process) Management is the engine that
drives progress out of the insights, relationships and creative
opportunities generated within the logic of the QFD. Local Management
translates the targets and expectations of their process (generated
in the process proposal)
into current performance deficiencies, and then develops practical
plans to analyse and address those deficiencies systematically.
The result is learning, transformation, growth and inexrable
progress toward the goals. (For more on this perspective, see
Predict. See also the PowerPoint
slide sets on Process Ownership
and Process Management
(692 & 158 KB)).
The website includes a number of tools
& concepts which support local management - covering
aspects of measurement, modelling, learning and problem solving
(some of which are covered under the Driving Improvement panel).
These tools tend to support the detail of understanding and taking
The tools illustrated on the Local Management panel,
however, generally sit above these, providing a more strategic
level of insight and coordination over process improvement. They
are explained in more detail below:
Critical Success Factor (CSF) Analysis provides
a means to identify the key elements of your process which determine
your performance and, thereby, the performance of your organisation.
By identifying the Critical Success Factors, you can make objective
decisons about measurement
strategies, operating practices and skills
needs - this is explained further in a short discussion
paper (652 KB pdf). CSF Analysis is core to a systems
mindset, and simple tools like process-level QFDs (QFD is
a CSF Analysis in its own right) and the Ishikawa (fishbone)
diagram (shown) can provide useful insight to guide your local
Value Stream Mapping (VSM - the key tool of 'Lean')
is a means of removing different types of waste (called Muda
within Lean) from your process. Key to its success is clarity
over what waste is (and what it is not) - which is where QFD
and CSF Analysis provide essential context
in clarifying the real objectives. Essentially, VSM is a form
of process mapping
and analysis which
engages the process team in defining both the current state map,
and the future state map to ensure maximum time, material, and
effort are focused on the true objectives. www.lean.org
is a comprehensive source of further information on this topic.
are a reporting tool which overcomes the limitations of classic
project plan reporting (Gantt Chart) by adding a performance
dimension to the progress dimension - they are a more sophisticated
version of the milestone plan, which ensure not only timeliness
of achievement, but also sustained quality and impact of achievement
- a crucial factor in effective process management.
The end of this short briefing
paper explains this in a little more detail. You might also
like to look at the work of Art
Schneiderman on 'half-life', which reflects some interesting
insights on timescale & performance improvement.
Systematic Meetings provide the collective intelligence
behind effective local/process management. The actual structure
of these meetings are best understood through a flowchart
(171 KB) and a session plan
(153 KB), both of which provide and emphasise their context/relationship
with the top-level management meeting. The objective and systematic/methodical
nature of these meetings is dependent on the quality of the measurement approach,
and on the disciplines used.
Further materials to help understand how Local
Management can work, and more specifically, how it can effectively
report its progress and performance, can be found here.
Pages 232-246 of Managing
by Design can be found in Chapter
14 which can be read as a pdf file (137 KB) by clicking the
Chapter 6 of How To Build
A Better Business can be read as a pdf file by clicking here.
Blank templates of this panel can be found in the
Big Picture Storyboard
file - these can be used to capture your own experiences and
progress in this area (by annotating them either in PowerPoint,
or as a printed panel), and then to physically cut and paste
them onto the Big Picture to create your own storyboard of implementing
systematic management in your organisation.
To explore another secion of
the big picture, please click on the relevant area of the image
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