process improvement - amazon s3€¦ · process improvement meetings identifying your processes...

PROCESS IMPROVEMENTThrough Building Relationships

SO YOU WANT TO IMPROVE YOUR PROCESSESWHERE DO YOU START?

PROCESS IMPROVEMENT STARTS WITH BUILDING RELATIONSHIPS

WITH THREE MAIN GROUPSThe Purchasing StaffDepartmental Clients (Internal)Vendor Clients (External)

THE PURCHASING STAFFWHERE TO START

Team BuildingBrain StormingSurveyingIdentifying Your Processes

TEAM BUILDING

Identify your team members.

Do not exclude anyone.Identify your members

strengths and weaknesses.Identify your members role.Avoid doing the leader

thing.

It is your starting point. This is an individual process.

Develop a list of brain storming topics to assist.Solicitation processWork hoursTraining for Purchasing staff and

clientsNo topic is off limits.Everything has a process.

SURVEYING

Create a survey to give your employeesNo names. Make it all typed and have them place it in a

central location. You can even use online surveys like Survey Monkey or Question Pro.

Questions should be no personal and should not request opinions on management styles. Example: What task do you find most difficult in the Department? Keep answers short.

Do not take comments personal. Weed out nonproductive comments.Do not discount any suggestions or comments.Keep surveys confidential

PROCESS IMPROVEMENT MEETINGSIDENTIFYING YOUR PROCESSES

Develop your topics from your employee surveysThe first few meetings are a free for all. Anything goes.Set a firm day and time. DO NOT CANCEL MEETINGS.

For example: 3rd Thursday of each month 8-10 am.

Emphasize the importance of these meetings and that it is owned by the Purchasing Staff.

As meetings progress identify the following: The processes

The internal client

The external client

Prioritize your process. What needs work first.

PROCESS IMPROVEMENT MEETINGSIDENTIFYING YOUR PROCESSES

Things the Leader needs to keep in mind:Understand your regulations and the limits.Do not let your own paradigms stall progress.Keep an open mind. Standard Operating Procedures (SOP).

Not an unofficial regulation.

TIGER Teams.Employees having buy-in.Giving credit.

DEPARTMENTAL CLIENTS (INTERNAL)

Is this how your internal Clients see you?

Is this what yourInternal clients do to you?

DEPARTMENTAL CLIENTS (INTERNAL)

Why clients?Remember, customers are always right. This is

not a concept that applies to most departments, divisions, business units or other names that have been given to the group responsible for certain functions within and entity.

DEPARTMENTAL CLIENTS

(INTERNAL)

Training, training and more training.

Purchasing Liaison GroupClient SurveysListening TourStatus MeetingsChange the atmosphere

TRAINING, TRAINING, TRAINING

Develop training classes. What do you want your clients to

know? Instructor’s manuals. Student Handbooks. Keep topic relevant. Self-paced courses. Keep classes interesting. Use games and awards. Require Purchasing Personnel to sit

through the classes.

PURCHASING LIAISON GROUP

Anyone can attend Ask the Department Directors for a representative from each

division. Give buy-in to the Departments.

Usually is the Financial Administrative personnel or managers. General procurement topics. Discuss information you want to get out.

Pre-newsletter items.

Round table discussion. Meetings open the same day and time.

CLIENT SURVEYS

Conduct a minimum of two per calendar year. Do simple questions with quantitative results. Keep a running report for a minimum of 6 surveys (3 years) Do not require name or department. Give a place where response can

be requested. Measure your personnel's performance without fear of retribution. Give a maximum of two essay questions.

Areas of improvement with suggestions.

Areas the client likes best.

Publish you survey report (Good or Bad) on your intranet site. Do not be afraid of constructive criticism.

LISTENING TOUR

REVEAL LISTEN

UNDERSTANDING

WHAT IS A LISTENING TOUR?

We are here to listen.To create a proactive outreach where

Procurement Staff meets key stakeholders.To learn how you handle procurement

situationsTo collect your insights, ideas and action

items.To find ways to strategically support each

other for a win-win partnership.

STATUS MEETINGS

Dedicated day and time. One hour.Prepare a project status report for the department you are

meeting with.Needs to be the decision makers.Highlight key projects and Capital Improvement Projects (CIP).Stay on topic but use this time to solve minor problems.Learn about new and upcoming projects.

Purchasing often gets left out of meeting they need to attend.

CHANGE THE

ATMOSPHERE

Stop using the word “NO”.Set the tone. Clients come to you for direction rather than

forgiveness.Build that level of trust.Expand the Procurement Tool Box (PTB).

Cooperatives Existing Contracts State Contracts GSA

Provide research assistance.Market analysis.

VENDOR CLIENTS (EXTERNAL)

Is this how your Vendor Clients see your process?

Is this how you see your Vendor Clients?

VENDOR CLIENT (EXTERNAL)

Training classes.Process changes.Meeting with vendors and contractors

one on one. Vendor relations representative

Vendor demonstration and meetings. Be careful not to be to rigidPayment factors Vendor surveys.

Final Thoughts

No process is safe. “BECAUSE THAT IS THE WAY IT HAS ALWAYS BEEN DONE”.

Change for the sake of change is not progress. “IF IT AIN’T BROKE DON’T FIX IT”. Document it as a best practice, call it good and move to the next

process.

Remember three critical factors. Do not violate State and Federal laws or regulations.

If they are unfair. Get them changed first. Do not violate your own statutes, ordinances or policies.

If they are bad. Get them changed first. Keep it ethical.