11.1 Process Control Plan

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9 hours 3 minutes
Video Transcription
Hi, guys. Welcome to control phase process, Control plan. I'm Catherine MacGyver, and today you're gonna understand a process control plan and understand the elements of a control plan. So welcome to the last phase in the demonic project. You guys are on the home stretch. You can see the finish line in and almost smell the fresh air.
So now we're going to move until very logistics, heavy phase
of your project. And this is where we're going to start focusing on transitioning from a idea for based off of our analysis into an actual functioning process.
So when we talk about a control plan, the question is, we got all the way up through our solutions. We tested our solutions. We have an idea of what to expect. So what do we do now? We're going to want to transition from the project team. Being the owners
of this new and improved proved process
to the process owner being the owner. So if you remember way, way, way back in the beginning, we were talking in our define phase about team construction. And I said, do not start a project unless you have a defying project owner or process owner. That's where this is going to become very important.
So in the control plan, you're gonna plan full implementation. So the goal is that you are going to create a document and a plan that you can give to your process owner. And they can take your new and improved process and inactive in all areas that used this process. So
the goal of this activity is to shift ownership to the process owner. You also want to make sure that you have a plan for transition. You don't want to walk in. Be like, Hey, here's our approved process and then just drop it all over. That's
that such the project of her failure. You went through a lot of work to come up with a really great future state and an improved process.
So let's finish it and make sure that the transition is strong, such that it gets implemented and effective.
So what do you want to put in your process control plan? You want your objectives, your baseline in your pilot measures, so you want to be able to document for the operators or the employees who are going to be doing your new and improved process toe. Understand? What was the point? Where did we start from and where do we think you're going to get to?
So this is all developing a conceptual foundation for the employees were going to be doing that future process.
You want your notes and observations from your pilot? Remember, I had talked about how you're going to learn stuff as you do your pilot either details for how to make the implementation more effective or little quirks or tricks off the new and improved process through the pilot. You want to capture that because you're going to want to give those to the future operators of the process.
You also want your process, documentation and procedures.
So your project team is responsible for documenting the new process for creating S. O. P s for creating job aids and procedures. You guys know the process the best as it stands right now, you designed it. You observed to the pilot it's your responsibility
to finish it
and documented so that you have something to hand to the future employees. You want your full implementation plan details. This is going to be how are you gonna How are you going to implement? When are you going to implement? What are the steps to get there? So think of this as a methodology type exercise and you want talking points for your new process owner.
So hopefully
they're not going to be. This isn't going to be foreign to them because they have been participating in your project team throughout the day. Make project. But if for some reason they have not been, you want to empower your new process owner toe have conversations with their employees and their key stakeholders
as to why it is we did this improvement project and what we saw from the outcomes of it. So you want them to be able to talk about the problem statement. You want them to be able to talk about how you know your measurements are accurate. The analysis that you did and how you did your root cause
to determine your independent independent variables wet. We're your considerations when you're developing solutions so that they are able
to position this new and improved process within your company's ICO sphere.
So a couple of things to keep in mind when we're talking about our process control summary this is gonna be your playbook. This is your handbook on. How do you switch from it? Be this future state or this improved process being owned by your project team
to being owned by the process owner. I have to part of caviar and a little bit of a scare tactic with you right now,
if you're control plan isn't done really well, which means it doesn't have those aspects, and they're not clearly documented in your process. Owner doesn't understand it or isn't able to convey that understanding to the employees and the process operators. You may see something that's called regression towards the mean It's this idea.
That process is have a tendency
to go back to the way they were before. It usually takes about six months on a full domestic project, which is part of the reason why we have our next module, which is our process monitoring plan. We want that to prevent this regression towards the mean, but your control plan is the first aspect
in making sure that you don't see that, so I'll see you in the next module for our monitoring plan and welcome to the control phase.
You are on the home stretch, guys
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