Building Commitment-Based, Cross-Departmental Collaborations.
A Case Study In KPI Governance

Summary

Since 2020, Our team at TOPP Tactical Intelligence Ltd of London has been dedicated in supporting Ohio-based behavioural health agency Alvis 180 in bringing a continuous improvement culture to its organization via an enhanced business process management program.

In addition to cataloguing processes, capturing process waste and performing quality assurance checks across the company's business processes, in 2021 the Continuous Quality Improvement team built and launched a portfolio of automated reporting consisting of metrics that were built on the root causes identified in previous waste management and operational issue identification workshops.

The original portfolio of performance metrics included multiple business areas and focused on 'commitment tracking' embedding in the Alvis culture that each interdepartmental relationship should be treated as a commitment that merits its own performance tracking mechanism.

In doing so, a short but effective set of KPIs were agreed primarily in areas of productivity and quality.

Core objectives

• 01Identify commitment: (engage) Define each inter-departmental hand off (aka touchpoint)


• 02Assign target metrics: (architect) Agree improvements in productivity & quality


• 03Create daily discipline: (launch) Activate PRESTO KPI management software to track & support daily performance


• 04Report to management: (sustain) Agree a Senior Management reporting review cadence to ensure proactive action-taking in situations of underperformance

The Launch

A 4-step approach to engage, architect, launch and sustain a management reporting discipline was agreed and implemented ensuring that each stakeholder was leveraged in the appropriate moment. The test pilot included 6 team leaders, two PRESTO trainers and the company COO.