Turning Process into Accountability


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Overview

Good process reengineering yields a process that is effective and efficient but it may leave unspecified two aspects of accountability necessary for ensuring best implementation of the process.

  1. First, while specifying the department in which a step of the process should be done, process reengineering often does not state the role within that department that should be accountable for the step.
  2. Second, process reengineering typically does not specify the relationships among the various roles involved in the process. Unless role relationships are specified, tension can easily occur and the resulting actions will be determined not by strategy but by which of the two has the stronger personality.

Approach

This 1 ½ day workshop trains employees in an approach that clarifies the accountabilities inherent in a new process to allow the process to actually be implemented as intended.

What You Will Learn

Three topics are covered in the workshop:

  1. Level of Complexity of Work. How to judge at what level of the organization a step in a process needs to be worked on.
  2. Role Relationships. A time-tested method for specifying how two roles should relate to each other, a much more precise tool than the RASCI approach frequently used.
  3. A method for reviewing a process and determining the most appropriate level of role for each step and relationships between the various roles involved.

SatiStar will determine ahead of time problems experienced by students resulting from inappropriate level of accountability or role relationships and refer to these issues in the workshop.

Training Outcomes

Turning Process into Accountability trains employees in an approach that clarifies the accountabilities inherent in a new process to allow the process to actually be implemented as intended.

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WHAT PEOPLE ARE SAYING

SatiStar's Experience Makes The Difference!

  • . . . worked extremely well with the departmental and site managers . . . goal oriented and met the objectives set within the quoted budget and ensured the results were attained for the Company.

  • The guys from SatiStar did more in one week than we were able to do in 6 months.

  • Achieving ISO registration was far less onerous than we thought, our employees really rallied to the cause. The registration effort really brought us closer together as a team, and SatiStar really came through for us when we needed them.

  • We started this process a year ago with Mickey helping us create a spaghetti map of our processes on the whiteboard, and then his team guided us through their streamlining methodology and got us to where we are today. Our processes now look nothing like the spaghetti map – and we’re much more efficient today

  • This projected cycle time reduction of over 80% annual cost savings amounting to over 3% of sales, one-time savings of roughly $10 million, and working capital reduction of roughly $30 million really have us excited!

  • An outstanding success with Motorola’s vendor audit! What made this an exceptional achievement is that it typically takes 4 to 5 attempts to pass this audit. SatiStar’s expertise made it easy to avoid all the extra attempts.