I love to hear and read company origin stories. Founders enjoy telling them.
Bob Bender (my manager) and I knew we had something special when the first team to “triage” their process gobsmacked us. I can still fill the rush.
The very first triage map, a T-3 telecommunications circuit provisioning process. Virginia and Carol were two of the triagers. 1993
Hat tip to Virginia and Carol, who were there at the beginning. The “DS-3 (a.k.a. T-3*) Circuit Activation” Process. 33 days long, of which we had 23 days of responsibility in which there were only 91 minutes of uninterrupted work most favorable case.
I was asked to record Process Triage’s story so HERE(6:45) it is. What surprised me was how much it energized me, now eight years into my company’s journey, after about 15 years of learning it at Sprint Corporation (hat tip Bob, Anita, Cloene, Dennis, and George).
Was my hair ever that color really?
* A “DS3 or T–3″ carrier is a digital transmission that consists of 672 individual channels, each of which supports 64 Kbps using pulse code modulation (PCM) signals with time-division multiplexing (TDM). It was the largest dedicated circuit sold at that time.
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2017-06-12 10:10:262018-07-06 06:46:51The Process Triage Origin Story
If you boil Process Triaging down to its first essential deliverable, it’s The List of process capability improvement proposals. This list is created and prioritized for immediate execution by your hand-picked triage team.
The facilitated Process Triage Workshopoffers a number of other value propositions, such as team building, team conflict resolution, and continuous improvement team development. But the bottom line is it generates the list of improvement proposals that will most certainly improve your operational performance if you implement the list.
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-10-22 08:38:432015-10-22 08:40:37What is Process Triaging? in 2 Minutes
Practically every incremental improvement to the Process Triaging experience has come from client observations.
A week or so ago we triaged a construction trades company, adding to the our portfolio of case studies. We’ve triaged a roofing, flat work, electrical (residential dispatch and commercial), post-construction water treatments, and insulation (retrofit and new commercial) companies, as well as a variety of construction contractors who subcontract to them.
While each of these construction trade-based companies provides different services, they follow a similar business model. Their driveshaft process follows the same pattern:
Win the first impression and reinforce it at every customer touch.
Estimate the job and win the bid with enough margin.
Plan and prepare the crew-day for a have-what-you-need truck roll – skills, tools and supplies.
Complete the work safely, professionally, and on schedule, with the quality promised, constantly training the less experienced due to high semi-skilled labor turn-over.
Complete the job accounting paperwork in a timely manner.
Do all the above at a repeatable top-of-the-Angie’s List® level satisfaction.
What’s remarkable about these six common behaviors in this kind of driveshaft is that every one of these six behavioral indicators can be delegated to someone to get right. Depending on the size (# of crews) of the company, different team members can keep an eye on each one:
The front desk phone staff and on-site crew chiefs can master the first impression.
The job estimators can master the bidding.
The dispatch manager or crew chief can master the day’s job sheets and crew staging.
The on-site supervisor can master the day’s project work.
The crew chief and the accountants can master the job paperwork.
The customer service and follow-up staff, likely the front desk, can keep an eye on customer satisfaction.
In other words, every driveshaft process has a punch list of Get My Thing Right’s
So we’re adding this punch list to our 90+Day Process Capability Improvement Plan template. At least one ‘Get My Thing Right’ for each segment on our triage maps.
What are the ‘Get My Thing Rights’ on your driveshaft?
Now back to listening.
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-09-28 10:12:142015-10-08 10:02:49What are your 'Get My Thing Rights?' (Lessons from our construction trades triages)
The facts will set you free, to borrow a sacred phrase.
When I have time, I compile the results of the most recent Process Triage workshops, our flagship service. We always ask participants — the triagers, specifically (not the sponsors or hosts) what they thought of the workshop.
One of the five questions is,’What did you like most?”
September 2015 Sample from the most recent 100+ Basic Workshop participants.
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-09-16 14:41:232015-09-16 14:48:17What Triagers Like Most About Our Basic Triaging Workshop
Our ProcessTriage workshop (on a napkin here) is positioned to sync up a highly siloed team and generate a list of a dozen or two high value process capability improvements in one intense day. Typically , the sponsor is wanting to fix what’s broken by empowering those who do the work to lead the improvements.
The triage workshop is also an effective kick-off event for finalizing a complex project’s work breakdown structure, where experts from different departments — even companies, must sync up. The scope of work of requires multiple cycles of a similar project (such as touching multiple locations with the same changes).
We were pleased to lead such a pre-launch triage, hosted by Cisco Systems (CSCO), which included knowledge experts from their customer, T-Mobile (TMUS) and Cisco’s subcontractor, General Datatech (GDT). T-Mobile subcontracted Cisco to make certain changes in a number of network locations.
The triaging protocol is essentially the same as a break-fix triage.
The triage team maps a typical project cycle’s (the work of one iteration) work breakdown structure (WBS), as a Project is merely one cycle of a Process — so process mapping is essentially the same as outlining a project WBS.
The Process Capability Goal for a pre-launch triage focuses on delivering a sustainable level of quality after a few learning curve cycles, and then running additional project iterations on time and on budget.
The Points of Pain are what the team estimates will prevent a successful project launch initially, and inefficiencies to fight off after the learning curve.
The Small Now’s action item-size improvements and Big Now’s project-size improvements are, taken together, the specific deliverables in the project’s risk mitigation strategy. These Small’s and Big’s are front loaded immediately, especially the action items or projects that must be completed before the first project cycle or iteration.
Hat tip to James Farrell (executive sponsor) and Tom Tinsley (host) of Cisco Systems.
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-08-27 19:50:232015-08-27 20:33:34Launching a Cross-Organizational Project with a Triage
I received a ‘Client in Distress’ call a few weeks ago. The triage sponsor calling ‘Mayday!, Mayday!” had been a successful host of a previous triage a year or so ago.
They had contracted with a the top tier telecommunications company to handle some network equipment upgrades and, along with their subcontractor, decreed a ‘freeze all work’ time out period because initial attempts had adversely impacted the telco’s network.
So we triaged some high-rick equipment scenarios with about 20 of the various experts — engineers and field technicians. They nominated and ranked a dozen Small Now’s (action item-size) and Big Now’s (project-size) proposals. The program mangers (the triage hosts) baked the triage results into decision brief to report out to the telco — their customer.
This conversation with their telco customer was successful, reflecting completed staff work, great solutions, and an action plan to execute immediately. The customer – supplier relationship is crystal clear in these kind of ‘How we’re going to pick up and wash off the candy we dropped in the dirt.’ encounters.
But what the triage revealed was the customer performed certain tasks in the equipment upgrade process they could not delegate, using equipment databases the supplier could not steward. In other words, to process of upgrading the network required the customer to remove their customer hat and exchange it for a partner — team member hat. This necessity was made obvious by the points-of-pain in the triage and the solutions that only the Customer could resolve.
Lesson Learned: If you subcontract work out to a supplier, but the business process your suppler must manage requires deliverables only you can provide — your subcontracting orientation ends where process execution begins. At that point, you need and must be a partner.
One of the triage exhibits was the triage / process map with the deliverables the Customer was responsible for, noting the business risks of failure to do so.
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-08-05 22:05:212017-03-20 09:43:07When to Put Your Partner Hat On
I’m a huge fan of Seth Godin, and enthusiastically recommend his daily blog (here). Today’s post, titled Self cleanining talks about building things, like a self-cleaning oven, and maintain itself.
Relationships, processes, interactions–these can be self cleaning too, if we build them that way. Seth Godin
Applying the ProcessTriage Decision Cycle to a high-value business process makes it self-cleaning. It keeps the process focused on the enterprise’s most strategic objectives, while fixing the myriad of dysfunctions that appear in the daily, normal course of operations.
I have an abiding respect and admiration for 6-Sigma Black Belts. They are the perfect weapon for bagging process improvements, not unlike one of my favorite rifles, the Accuracy International AX series.
6-Sigma Black Belts, like the rifle pictured above, can be a no-substitute need in one situation and over-kill (no pun intended) in another. They’re not cheap to acquire, use or maintain, so you want to aim them at what merits their capabilities.
That’s where Process Triaging comes in. Process Triaging generates high value targets for Black Belts, be it a 6-Sigma focus (to reduce process variation) or LEAN focus (for removing waste and speeding things up without sacrificing quality). The typical triage session generates 20 process improvements, flushed out and prioritized by your own process experts. Of those 20 or so, there will be some fat, Black Belt-worthy opportunities, now mostly business cased because that’s what triaging provides.
If you have Black Belts working for you, triage the processes in the landscape you want them improving.
If you’re thinking about hiring Black Belts, Process Triage first, to focus your job interviews and resume fit checks.
If you have a Black Belt that’s not getting support from the front line experts, for whatever reason — Process Triage to get everyone on the same page.
Bottom line — Aim your Black Belts through Process Triaging (on a napkin here) and a 2-pager on Triaging First (here).
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-07-17 12:38:432015-07-17 13:02:26Don't 'Ready - Fire - Aim' your Six Sigma Black Belts!
The now famous Gallup® Q12 Employee Engagement Survey (here) has been a benchmark for a number of years. Gallup® asserts:
“The findings consistently show that the relationship between each element of engagement and performance at the workgroup level is sustainable and highly generalizable across organizations. That means no matter how you look at it, when your Q12scores improve, and the result is consistently better outcomes.”
I’ve been asked several times to write a post in the popular Top “#” List format of what I’ve learned from triaging these many years and businesses. It’s a long list as one can imagine, and what happens in what order depends upon the situation. But one thing always comes first, when we’re talking about actually improving a business into a self-healing, continuously learning enterprise. We need somelight.
By analogy, in the Jewish Bible’s Creation account in Genesis, the text anthropomorphically presents the process as declarations of ‘And God said…’, and whatever God said came into existence. The first openly spoken ‘And God said…’ is in Chapter 1, verse 3:
“‘And God said let there be light’, and there was light.”
This light was not solor or photon-based light, as that kind of light is not added until three steps later, on the fourth day. So what kind of light was this primordial stuff?
The Sages say this first light was like the light we turn on in a dark room so we interact with the room; to walk around in it and not stumble, or see its dimensions to decorate it. The first thing we need is to create is that which enables us to have a relationship with what we’re creating. We cannot improve what we cannot see.
When it comes to creating and growing and fixing and improving businesses, we need to turn on this kind of light. We must create something that allows us to have a relationship with the management team we need, as well as those who will do the work or handle the technologies that will do the work.
This first creation is The Process Map — an illustration of how work flows between the enterprise and her customers. The map also exposes how people and technologies interact with each other, such as who provides what to whom. The process map captures the idea of the enterprise and gives us a way to relate to it, and everything in it to us — a two way proposition.
At ProcessTriage®, the first thing we do in our flagship immersion workshop is build this map. It typically takes most of the morning and uses an very fast Action>Result format, examples here, here, and here (different industries). The style comes from a very fast way to design information systems databases that accelerate business processes (primer here)
Do you feel like you’re in the dark while your trying to fix or improve how things are running?
Turn on the process map.
P.S. I read an ultra-orthodox Jewish commentary on Genesis 1:3 written during WWII, while the Manhattan Project was underway (the first atomic bomb) that asserted there had to be a layer of energy smaller than the atom, as the atom was the stuff of visible light — fourth day light. The commentary asserted the Big Bang theory was very likely correct and we should expect to find stuff smaller than atoms — the world of particle physics. Who knew!
https://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.png00Joseph Rosenbergerhttps://processtriage.com/wp-content/uploads/2014/11/logopng2-300x110.pngJoseph Rosenberger2015-06-12 12:58:132015-06-22 06:59:48Let There Be... A Process Map