Optimizing Work

PDL’s process improvement, design and management roots go back to Geary Rummler’s pioneering process work for Motorola and GTE in the early 1980’s. With the publication of Improving Performance – How to Manage the White Space on the Organization Chart, in 1990, the Rummler-Brache process improvement and design methodology became the standard for such organizations as Hewlett-Packard, Motorola, Chevron, ABB and DuPont. With the formation of Performance Design Lab in 1999, Geary Rummler and his partners have endeavored to take the methodology to another level with a particular focus on process management and the linkages to enterprise management.

Over the past decades, PDL partners have been involved in the improvement of hundreds of critical processes for dozens of Fortune 500 companies. With the publication of White Space Revisited:  Creating Value through Process, their experiences have been captured for the benefit of process practitioners.

Process Improvement and Management Today

Back in the early 80’s process was a new concept to most organizations. Today process is generally recognized as fundamental to achieving organization results. Despite this increased attention and focus organizations today still stumble in their attempts to improve and manage this fundamental component of their business. Some of the key stumbling blocks to achieving process improvement results are the failure to view process improvement in the larger systems context, including clear definition of the organization’s process architecture and the failure to address the management system surrounding the process.

More and more, the mantle of process improvement has shifted to the IT function due to the automation of many of the organization’s processes. IT organizations are struggling with moving from their traditional project approach to a more process based approach – one that will lead to more successful and aligned IT solutions.

Our Methodology

An important differentiator of the Rummler Process Methodology (RPM) is always viewing process improvement and design projects in the larger systems context of multiple levels of performance – Organization, Process and Job/Performer (Human or Technology Performers) Operationally that means that the process design must be aligned with customer requirements, organization strategy and goals, and is not complete until the job/performer level and supporting IT systems are fully aligned with process requirements. The result is a tight alignment between organization, process job/performer and technology goals. The methodology also addresses redesign of the supporting management system ensuring that they stay in alignment.

Contact us to learn more about what PDL can do for you to optimize and management processes for sustained value.

Rummler Process Methodology

RPM spans the seven phases of a project – Align, Analyze, Design, Commit, Build, Enable and Adopt – and the five dimensions of design – Process Design, Performer: Human Design, Performer: Information Technology Design, Process Management Design, and Change Management Design – and has built in the critical success factors that Dr. Geary Rummler and his partners have learned in over 40 years of improving processes.

Needs addressed include:

  • Gaps between required performance and process results
  • Slow, bureaucratic processes
  • Silos between organizational functions
  • No well-designed processes
  • No mechanisms in place to launch new capabilities or products
  • Waste in the way work is performed

Value Chain/Value Stream Analysis and Design/Redesign

PDL’s time-tested improvement methodology applied at the value chain (mega-process) level.  The result is an optimized value chain and consistent delivery of value to customers.

Needs addressed include:

  • Misalignments in the value chain (e.g., new product development vs. sales, sales vs. delivery)
  • Mismatches between value chain and market changes
  • Cross-functional misalignments
  • Dissatisfaction among key customers

Business Process Architecture Definition

This is PDL’s methodology for identifying and aligning an organization’s key business processes against business requirements.  The architecture definition is also a critical step in determining how to organize and implement formal process management. This service is a precursor to Process Management System Design.  Our approach provides clarity about what processes are critical and need to be designed and managed for sustainable performance

Needs addressed include:

  • Lack of understanding or agreement about what processes exist or are critical to organizational performance
  • Slowness in responding to changing business conditions or issues
  • Focus on functional silos; lack of cross-functional collaboration
  • Lack of linkage between IT efforts and business needs
  • Process documentation or improvement efforts at a low level, without a driving business reason

Strategic Lean Six Sigma

This service puts the traditional six sigma approach into “organization as a system” approach and focuses on projects that contribute to strategic intent or competitive advantage. Includes design of the management system.  The advantage to your organization is achieving real results from your six sigma investment.

Needs addressed include:

  • Languishing six sigma effort
  • Lots of projects with little bottom line impact
  • Need for integration with other improvement efforts
  • Need for connection to real business needs

PDL also offers coaching services to support process design and implementation activities in your organization