Manage the quality of results not the quality of performance
Corporate quality is not in business process performance quality
Conventional business process re-engineering and management emphasizes the importance of performance quality. But the re-engineered business process mixes results produced in the process with the performance across the process. In an article posted on 16 February 2006, Striving for quality performance, we discussed how many enterprises emphasize performance quality in their business processes. This became the conventional method, after enterprises reengineered their business processes to manage performance quality.
Our conclusion was that we need a better way to understand quality consistently across the whole enterprise, to understand the impact of bad quality, and to isolate problems producing bad quality. To find out how Join the R-pM community to review the download “How to Build Result Value-quality Chains”
Do you look for performance quality when you buy an input to your value-quality chain?
Does “performance quality” make sense to you? When you buy something, are you concerned about “performance quality”? Even for a service, what is more important, the performance quality in delivering the service or the quality of the result of the service? The result of the service is your input result, which you expect to be of high-quality and to which you add value.
Re-engineered business process performance quality must be replaced with result quality and performance effectiveness in result value-quality chains
So, most conventional enterprises managing performance quality as a part of their business processes are focusing in the wrong place, since customers are not interested in performance quality. Corporations employing business process management have many problems managing performance quality, since quality is actually in results that are mixed in the process and not specifically managed. As we see with our business processes, quality happens along the process. But, how do we manage performance quality? Many set up performance checkpoints, but what are they really managing at these checkpoints? The fact is the only place we can formally manage quality of reengineered business processes is the quality of the output result from the process. If there are defects in unmanaged results produced back in the process the final result is defective.
Quality is an attribute of results not performance
Result-performance Management (R-pM) provides the means to manage result quality. R-pM manages quality as an attribute of results. Quality is not an attribute of performance. Effectiveness is an attribute of performance. Instead of managing performance quality, we need to define the results that are produced in the business process.
Performance effectiveness must be managed to produce a high-quality result
Our order fulfillment business process includes many results like order received, credit checked, inventory checked, order approved, inventory picked, invoice prepared, delivery organized, order delivered, customer receipt confirmed, etc. The only way to manage quality within the process is to manage the quality of these results. Any one low-quality result could lead to an unfulfilled order output result. If we only manage the output result quality and performance quality in the process, are we really doing what we should be doing?
Quality is managed across the result value-quality chain
The only way to understand quality consistently across the whole enterprise is to manage the quality of results across the enterprise. The only way to understand the impact of bad quality is to manage quality along the chain of results. The only way isolate problems producing bad quality is to manage the effectiveness of the performance producing the result.
Result-performance Management (R-pM) enables the corporation to manage performance to produce value-quality results
Now, there is Result-performance Management (R-pM). R-pM employs one integrated method to organize and manage the business. The R-pM consulting model enables business process reengineering and management consultants to become R-pM consultants to provide professional services in partnership with the enterprise for result value-added success. Specialist consultants can employ R-pm for human resource management, financial and asset management, risk management, mergers and acquisitions, and strategic management services. Learn the Basics of R-pM from articles under that category, or join the R-pM community to download information on R-pM.
So, stop striving for performance quality, strive for quality results.
21st Century Management eliminates 20th century problems
Result-performance Management (R-pM) eliminates the performance quality problem and other costly 20th century problems. Slash costs, simplify business management, and boost competitive advantage through R-pM, the conventional method for 21st Century Management.
Download your 21st Century Management Manual today
Your 21st Century Management Manual, The R-pM Toolkit, is available today and is under continual development to expand and refine 21st Century Management. The R-pM Toolkit includes the procedure “How to Build Result Value-quality Chains” that provides details on managing result quality. Get your R-pM Toolkit, and future updates, at result-performance-management.com.
