AAOM Handbook

INTERNAL

Technical  Continuously acquire knowledge and skills relating to interacting with people  Continuously acquire knowledge and skills relating to the technical capabilities and risks to the process and people  Continuously acquire knowledge and skills relating to new production and service strategies that are applicable to the process.  Demonstrate understanding of the optimum specification limits and current capability of the process.  Demonstrate expertise in applying the BPF analyse and improvement process  Support the work of the third level manager by contributing ideas to: o Identify interdependencies between processes. o Optimise process specification limits. o Improve the process design. Third Level Manager Following this model, the things that differentiate the work of the third level of management are;  Design processes and specification limits that will meet the business’s future performance requirements.  Specify how policies, procedures, systems, and standards are applied to deliver stable and capable process performance. The third level manager evaluates process data and uses process models to identify the causes of constraints to performance capability. The key areas of investigation will be process dependencies, variation and capacity. From this evaluation they design the process and/or specification limit changes that will release constraints on the process and deliver performance at a “new and improved" level, required to meet future enhanced specifications. They also identify dependencies on other processes and systems whose performance produces a constraint on the processes for which they are accountable. In such cases they escalate the issue to the crossover manager and contribute to the management of the cause and/or effect. They deal with process design and specifications in a way that will bring the process to a performance level that meets future requirements. The following are work practices that if executed properly would be predictors of a third level manager‘s success in achieving the accountabilities. In the language of “to be accountable” they would be the actions that are to be judged for appropriateness in light of the circumstances that impacted the process. People  Build productive relationships with the people in your organisation, particularly the second and third level managers. Know them well enough to be able to implement policies, procedures, systems and

© McAlear Management Consultants 2007

Page 45 of 66