Human Error; Human Error Prevention; Human Performance; Human Performance Improvement; Problem Reporting;
Root Cause Analysis; Corrective Action; Process Improvement Tools; Quality and Environmental Management Systems

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Measuring Organizational / Process Performance
Duke Okes, Knowledge Architect

Why this Seminar 

 Effective management of any organizational system / process requires use of feed-forward and feedback information.  This seminar presents a life-cycle view for selecting, defining, using and revising performance metrics.

Audience

 This seminar is appropriate for those who have responsibility for managing the performance of systems (e.g., quality, environmental, safety, information, financial) or processes within the organization. The principles and practices covered in this seminar are applicable to performance metrics for all systems and processes within the organization.  Certainly, examples of performance metrics for various systems and processes will be shown, but this seminar does not provide a compilation of performance metrics on a system-by-system or process-by-process basis.

Learning Outcomes 

 Learning Objectives:  Upon completion of this seminar participants will be able to understand in detail how to:

· Identify metrics to support organization, system or process strategy or needs;

· Define, gather data for, and analyze any metric;

· Assess any set of metrics for gaps, conflicts and proper alignment;

· Optimally display any metric to maximize its benefits;

· Use metrics to drive organization / individual activities that will achieve desire outcomes;

· Recognize the specific criteria / circumstances under which any metric may become obsolete.
Outline

1. Process management
            SIPOC and system planning
            Levels of system and roles of metrics in strategy and operations
2. Types of metrics
            Internal and external, effectiveness and efficiency focuses
            Leading and lagging, outcomes vs. controls
            Product vs. process
            The classical groups of quality, cost and timing
3. Selecting metrics
            Critical vs. nice (CSFs, KPIs)
            Timeframes (short, medium and long term fit)
            Number of metrics, cost vs. value
            Critical conversion points
            Identifying gaps and conflicts and assessing alignment
            Balanced scorecard, Baldrige, ISO 9001+
            Fitting metrics to the level of organizational maturity / performance
4. Defining metrics
            Operational definitions and formulae
            Source, precision and frequency for gathering data
            Validity and reliability concerns
            Normalization, reporting and analyzing
            Targets and benchmarks
            Use of metrics worksheets
5. Data collection, analysis and presentation
            Trending, analysis of variation, root cause determination
            Correlation, path modeling
            Dashboards / scorecards
            Integration with other systems (e.g., compensation)
6. Use of metrics for decision making

7. Revising metrics 

Numerous exercises and case studies will be used throughout the course to allow participants to practice the principles presented.

Handouts

 

 · Copy of PowerPoint slides
· Case studies and practice materials
· Certificate of Completion with 1.5 CEUs
Click here to register for the
“Measuring Organizational / Process Performance” Seminar
Click here for Duke Oke’s credentials

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