© sheffield hallam university http://excellence.shu.ac.uk

© Sheffield Hallam University Http://excellence.shu.ac.uk

Developing Approaches to Process Management

Sheffield Hallam University

EFQM Education Community of Practice MeetingTUSSIDE, Istanbul, Turkey5 September 2002

Mike PupiusDirector of Organisational ExcellenceSheffield Hallam University


Fundamental Concepts

Results Orientation

Customer Focus

Leadership &Constancy of Purpose

Management by Processes and Facts

People Development &Involvement

Continuous Learning,Improvement & Innovation

Partnership Development Public Responsibility


Achieve better results through involvement of all the people in continuous improvement of their processes.

PeoplePeople ProcessesProcesses ResultsResults

The Simple Model


EFQM Excellence Model

Processes CustomerResults

Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults

Partnerships & ResourcesPartnerships & Resources

Enablers Results

Innovation and Learning

Copyright EFQM 1999


The Excellence Model

How we manage

our processes

and products

andservices

CustomerResults

Society Results

How weplan through

processes

How wemanage our

people

How we manageand lead

KeyPerformance

Results

PeopleResults

How we managepartnerships & resources

How we managepartnerships & resources

Enablers Results


Copyright EFQM 1999



ProcessesPolicy &Strategy

People

Leadership


Enablers Quality systems

Process development eg enrolment, enquires, student information, financial information

Learning and teaching: validation, delivery, assessment

Research and business development

Course development

Customer relationship management


EFQM Process Linkages

LEADERSHIP1bþ ensuring a sytem for

managing processes isdeveloped and implemented

þ ensuring a process for thedevelopment, deploymentand updating of policy andstrategy is developed andimplemented

þ ensuring a process for themeasurement, review andimprovement of key resultsis developed andimplemented

þ ensuring a process, orprocesses, for stimulating,identifying, planning andimplementingimprovements to enablingapproaches, e.g. throughcreativity, innovation andlearning activities, isdeveloped and implemented

POLICY & STRATEGY2dþ identifying and designing the

framework of key processesneeded to deliver theorganisation’s policy andstrategy

þ establishing clear ownershipof the key processes

þ defining the key processesincluding the identification ofstakeholders

þ reviewing the effectiveness ofthe framework of keyprocesses to deliver policyand strategy

PARTNERSHIPS &RESOURCES4a

þ creating synergy in workingtogether to improve processesand add value to thecustomer/supplier chain

PROCESSES

PEOPLE


Process Model Development

From Hierarchy.................. to........................ Process Working


Differences between…

Management of Process Management by Processfocus on individual process focus on holistic and integrated processesProcess

ProcessProcess

Process

Process

Process

Process

Process


Structure, roles and responsibilities(Nortel)

Responsibility

Executive Management

Process Owner

(Sponsor)

Process Manager

Process Expert

Process Practitioner


Vision/Mission

Process Overviews

Process Maps

Procedures (ISO Documents)

Core Process Model

Objectives/Goals

Document no.

Issue no.

Document no.

Issue no.

Document no.

Issue no.

Document no.

Issue no.


A point would be mapped onto the satisfactory band for a product or service that meets most customer requirements and is produced by a process that is fairly effective.

Qualitative Measurement


Identifying the key processes inthe University


Key linkages

Mission

Targets

CSFs

Key processes

Sub-processes

Activities/tasks

Results


SHU Process Model (Version 1)

Performance Management &

Review

HR Management &Development

BusinessPlanning

Facilities &Estates ICT

Student Recruitment

Student/Customer Services

Learning, Teaching & Assessment

Research & Business Development

Infrastructure processes

Management and Governance Processes

•PEOPLE•KNOWLEDGE•RESOURCES•POLICY•STAKEHOLDER EXPECTATIONS

LearningSupport

StrategicDirectionSetting

•PEOPLE•KNOWLEDGE•STAKEHOLDER EXPERIENCE•ACADEMIC OUTCOMES•RESEARCH SOLUTIONS



Performance Management &

Review

HR Management &Development

BusinessPlanning

Facilities &Estates ICT

Recruit Student

“Graduate” Student

Research & Business Development




LearningSupport

StrategicDirectionSetting


Provide Induction

“Engage” Student



ManageStrategicAlliances

Review & Assess

Performance

Create, Acquire and Transform Knowledge

Manage and develop staff




Set Strategy &Plan Business


Manage consultancy, innovation, commercial activity and spin outs

Acquire and Educate Students

Manage and develop information Comms Resources

Manage Marketing

ManageFinancial Resources

Manage PhysicalResources &

Customer Services


Acquire and Educate Students

1. Recruit Students (taken to be all recruitment processes that involve engagement with an individual, ie. from enquiry onwards)

2. Induct Students

3. Teach & Deliver Academic Programmes

4. Support Learning

5. Assess & Graduate Students


SHU Process Activity

• Organisational Development: Task Team and Programme Board: strategic development, project management

• Process Review: enrolment, timetabling, enquiry management, student finance

• Facilities Directorate: Smart Management• Human Resources: process review prior to system

update• Academic Registry: process identification, restructuring,

cross-School working• Finance Directorate: process identification• Quality Systems Management and Enhancement• Sport and Leisure Management, Centre for Sport and

Exercise Science, Materials Research: process identification and Review


Process Deployment(SHU)

SHU



Schools

SHU


SHU

Academics Admin


Schools

Partnership Partnership


UnevenRelationship

NegotiatedRelationship

CooperativeRelationship

HierarchicalStatusPowerFunctionalismWin/loseUs/themCompetitiveExclusiveCommand/controlIndependenceLow moralePoor behaviour towards othersNIH, NIMBYCustomer dissatisfied

HolisticHolonicEmpoweredCross-process workingWin/winPartnershipCo-operationInclusiveInvolvingSupportiveInterdependenceHigh moraleRespect for allGood practice sharingCustomer delighted

The Relationship Journey


Coercive(Win/Lose)

ComplacentInitial

Adversarial(Defensive)

Positional(Old

Policies)

JointInterests

(Involvement)

JointContinuous

Improvement(Win/win)

UnevenRelationship

NegotiatedRelationship

CooperativeRelationship

HierarchicalThinking

ProcessThinking

Crisisof

Trust

Crisisof

Purpose

Crisis ofInter-

dependence

Copyright John Carlisle Partnerships

The Relationship Journey


Leadership &Partnership Principles

Shared culture

SharedEffort

Shared vision &

goals

Shared Learning

Shared Information

KPIs/ Measures

Values

Knowledge/Communication

Leadership style

Source: Institute of Management

Processes

ProcessesProcesses

Processes


EFQM Excellence ModelProcess Impact

Processes CustomerResults

Society Results

Policy &Strategy

People

LeadershipKey

PerformanceResults

PeopleResults


Enablers Results


The EFQM Excellence Model is a Registered Trademark


4 Quadrant Thinking(after Ken Wilber)

Self Knowledge• personal values• leadership style• attitudes• beliefs• commitment

Peak Performance • personal capabilities• competencies• decisions• performance• motivation

Meaning-making• shared values• shared vision• ethics/integrity• myths/legends• shared history• morale and energy

Strategy and Design• business strategy/design• organisational design• processes• policies & procedures• performance measures• managing information

© sheffield hallam university http://excellence.shu.ac.uk

Documents

university slide

process model development

individual process

efqm process linkages

simple model slide

better results

shu process model version

qualitative measurement