Human Error; Human Error Prevention; Human Error Reduction; Error; Human Performance; Human Performance Improvement; Root Cause Analysis; Corrective Action; Process Improvement

MEASURING ORGANIZATIONAL / PROCESS PERFORMANCE – 2 DAYS 

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

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

  • Process management

–– SIPOC and system planning
–– Levels of system and roles of metrics in strategy and operations

  • 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

  • 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

  • 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

  • Data collection, analysis and presentation

–– Trending, analysis of variation, root cause determination
–– Correlation, path modeling
–– Dashboards / scorecards
–– Integration with other systems (e.g., compensation)

  • Use of metrics for decision making
  • 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 showing 15 education hours with 1.5 Continuing Education Units that may be used toward university course credits or professional re-certifications, signed by your instructor

 

Human Error; Human Error Prevention; Human Error Reduction; Error; Human Performance; Human Performance Improvement; Root Cause Analysis; Corrective Action; Process Improvement