PROCESS MANAGEMENT ASSESSMENT TOOL
Key Elements Description Assessment
1 4
Not Used Used
Throughout the
Process
1. Customer Insight What the customer values has been translated into 1 2 3 4
process output measures. Knowledge of who the
customer is and what they value is assessed.
2. Process The process is mapped to visually document the 1 2 3 4
Understanding end-to-end ow of products or services. Critical
elements of the process are value stream mapped.
3. Process Owner It is clear who has end-to-end accountability and
authority for the process. There is a single point of 1 2 3 4
accountability for processes that cross functional
lines.
4. Measures Key results measures and critical process measures
are identied, tracked and analyzed. Process
1 2 3 4
measures should reect insight into the critical Xs
that drive the outputs. Measurement consistency
has been conrmed via MSAs. There is clear
alignment of these measures with strategy.
5. Acting on Variation The process is managed using knowledge of
variation (i.e., SPC). Special causes are problem
solved to maintain results. Improvements needed 1 2 3 4
to common cause variation (e.g., increase the
average) are identied and pursued using the
appropriate improvement method (e.g., DMAIC).
6. Standardization Standard work is applied to the critical work steps.
This is used as part of special cause problem 1 2 3 4
solving. A method exists and is frequently used to
update the standard work. Job training is included
in this element.
7. Reviews Process review meetings occur daily at the
operating level. Results and action lists are
1 2 3 4
reviewed and new actions identied. These
meetings roll up to second and third tiers so that
there is reinforcement of accountability, shared
learning and coordination of resources.
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