Improving process performance. Accelerating business innovation.
A two-day Hammer Certification class on process frameworks and methods. Companies aspire to customer focus, but if they’re organized by product, function, or region they fail to deliver. How can a customer champion get buy-in for a one-company initiative? This course covers principles, methods, and skills required. Topics include process design, measures, accountability, and infrastructure.
Individuals who complete this course will receive a Certificate of Process Knowledge.
Schedule: Course begins at 8:30 am on Day One and ends at 4:30 pm on Day Two
Based on number of participants. To discuss pricing, call 617.245.0265 or email firstname.lastname@example.org
The performance payoffs of the process approach to work • Case studies of companies in a variety of industries • The power of process design • The tactical advantages of redesign, discipline, and alignment • The strategic benefits of agility, manageability, and integration.
Developing process performers • The nature of process work and its impacts on people’s jobs and roles • Transforming workers into professionals • Implications for skills, knowledge, and attitudes • Key ingredients for success • Creating process infrastructure • Turning supervisory managers into coaches • Mentoring and developing people as assets • Impacts on human resource systems and strategy: hiring, reward, and development • Process-oriented information systems.
The critical power of process ownership • Process management as a process • Alternatives for defining and filling the role of process owner • Fitting process owners into the organization • Integrating process redesign, Six Sigma, and Lean • Achieving ever-higher levels of process performance.
Translating business goals into process metrics through an enterprise business model • Designing effective measurement mechanisms ª Balancing competing metrics, assigning responsibilities for metrics, and embedding measurement in a performance improvement system • The Seven Deadly Sins of Measurement.
The structure of a process-friendly organization • Balancing processes and functions • Creating a multi-dimensional structure • Redefining the role of the business leader • Achieving integration across processes and resolving the question of process standardization • Creating a center of excellence/resource pool • Implications for enterprise business architecture.
Identifies the challenges of the process transition • Demonstrates why process is hard to do • The prerequisites for sustaining process.