Systems Analysis:

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• Systems Analysis
• Organizations are systems.

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2 Types

• We commonly think of at least 2 things when we
  think of systems in organizations
• Most commonly we think of systematic solutions
• i.e., a solution that is automated, built into
  existing practices, or supported in such a way so
  that it will continue (I need a system of
  organization).
• Less commonly, we think of systems as the things
  that impact and are impacted by the pinpoint we
  select to improve.

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3 Levels of Organizations

• Performer level
• Performance management view
• Process level
• Product or service creation view
• Organizational level
• Total organization view

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The Organizational Level
From Rummler Brache, 1995
From Rummler Brache, 1995
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The Organizational Level
Receiving system
Processing system
Inputs
From Rummler Brache, 1995
From Rummler Brache, 1995
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The Organizational Level The TPS View
Processing System
Receiving System
Input
Output
Internal Feedback
External Feedback
From Brethower, 2000 Sasson Austin, in press
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A TPS Example in Education
Elementary School (K-6)
Middle School
Children, Teachers, Curriculum Resources
Competent Students
Internal Feedback
External Feedback
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Processing System
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Ed Example - Processing System
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OBM Network Newsletter Production Process

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Total Performance System Components - 1

• Mission The major purpose or reason for being a
  performance system
• Input Information, technology, people, money, or
  material that initiates or is a resource for a
  work process
• Processing system A system that processes
  inputs, generating at least one output valued by
  an external receiver

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Total Performance System Components - 2

• Internal Feedback Information about the
  performance of individuals, work groups, or
  processes that is used to guide performance
• Output Information, money, material, or added
  value that is produced by a work task or process
• Receiving system A set of systems that are
  closely linked to a processing system and receive
  its outputs
• External Feedback Information from customers and
  other external sources, used to guide performance

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The Process Level

• Process A series of steps designed to produce
  a product or service
• Steps can be shared
• Across people
• Across departments
• Across organizations
• At least three different types of processes are
  critical to a systems health

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Customer Processes

• Result in a product or service that is received
  by an organizations customers
• Preparing meals at a restaurant
• Producing parts for an automobile that is sold to
  an auto manufacturer
• Making payments to clients for an insurance claim

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Administrative Processes

• Produce products or services that are invisible
  to the external customer but essential to the
  effective operation of a business
• Balancing a cash register at the end of the day
• Paying bills
• Sending out paychecks
• Hiring/promoting/firing

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Management Processes

• Processes that result in products or services
  that ensure adequate performance of customer and
  administrative processes
• Performance measurement
• Goal setting
• Performance Feedback
• Resource Allocation
• Rewards
• Job Analysis and Design

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OBM Network Newsletter Production Process

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Process Management and Process Mapping

• When people, departments, or organizations share
  steps of a task, there is potential for
  disconnects
• People may not know how their contribution
  benefits the end result of the process
• Participants in the process may not know the goal
  or ultimate result of their work
• People may make the wrong kind of contribution or
  spend time producing extra products that are not
  needed
• A person might hold up the process by not
  completing their portion of the work

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Minimizing Disconnects

• A process must be understood before it can be
  managed or adjusted effectively
• Implementing a new process requires planning for
  relationships and responsibilities
• People participating in a process must get
  feedback from internal co-workers about their
  individual contributions
• People participating in a process must get
  feedback from those who receive the
  services/products they produce

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Mapping out a Process (Is map)

• Who are the participating parties (people,
  departments, organizations)?
• What is the end result/product/service of the
  process?
• Who receives the output of the process?
• THEN MAP how does this process get accomplished
  currently (not how we wish it was accomplished,
  but how it IS accomplished)
• OR, how would we like this process to be
  accomplished (should map)

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2. TASK SUPPORT
The Performer Level

Can the performer easily recognize the input
requiring action?
1. PERFORMANCE SPECIFICATIONS

Can the task be done without interference from

Do performance standards exist?
other tasks?

Do performers know the desired output and

Are job procedures and work flow logical?
performance standards?

Are adequate resources available for

Do performers consider the standards
performance (time, tools, staff, information)?
attainable?
INPUT
OUTPUT
CONSEQUENCES
PERFORMER
FEEDBACK
5. SKILLS/KNOWLEDGE
3. CONSEQUENCES

Do performers have the necesssary
skills and knowledge to perform?

Are consequences aligned to support
4. FEEDBACK

Do performers know why desired
organizational performance?
performance is important?

Do performers receive information

Are consequences meaningful from
about their performance?
performer's viewpoint?
6. INDIVIDUAL CAPACITY

Is the information they receive

Are consequences timely?

Are performers physically, mentally,
- relevant?
and emotionally able to perform?
- accurate?
- timely?
- specific?
- easy to understand?
From Rummler Brache, 1995
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Performer-Level Analysis Dimensions

• Performance specifications
• Task support
• Consequences
• Feedback
• Skills/knowledge
• Capacity