Process Mapping Training Workshop
Acknowledgement
This MAPSS Project is one of the Demonstrator projects funded by the Department of Healths Information for Social Care (IfSC) initiative.
The project would also like to thank Deloitte & Touche for their contributions in the training materials.
Goals and Objectives
Introduction to the project
To understand why organisations are modelling Business Processes To develop a common understanding of process mapping tools and techniques To understand that process mapping is a skill that will support ongoing initiatives To gain some experience of writing process maps To analyse and develop concrete suggestions for improvement and to create a basis for future change initiatives
Introductions
Name
Where you work Current Role
Your view of Process Mapping
Expectations
Agenda Morning
09:30 10:00 Workshop opening & Introductions
10:00 11:00 Module 1 11:00 11:15 Break
11:15 12:45 Module 2
12:45 13:00 Summary 13:00 14:00 Lunch
MAPSS Project - overview
This project is one of 2 process mapping projects being supported by the Department of Health across England.
The objectives of the project are to: To deliver as set of agreed symbols for mapping social care Produce a public domain user guide for process mapping Develop public domain training materials Produce a range of As is and To be process maps To map cross-agency flows, inc. data flows for Caldicott purposes Develop a business case for national co-ordination roll out and to Explore options for future repository support, possibilities include SCIE, Dept of Health and ADSS IMG. Thereby establishing a shared knowledge base. The project will help to address the requirements set out in the DoH guidance note Information for Social Care as will as helping CSSRs across London to develop best practice approaches and benchmarking capabilities for delivering customer focussed social services.
The project plan
Phase 1
Obtain funding & agree PID
Phase 2
Agree standard symbols
Prepare manual
Refine manual
Trainin g Day
Prepare process maps
Trainin g Day
Prepare process maps
Explore repository options
Develop preferred option for repository
Oct
Nov
Dec
Jan
Feb
Mar
Links with other projects
There are 2 process mapping pathfinder projects being undertaken:
This one Stockton on Tees Consortium which will concentrate on the Integrated MH Services, mapping the As is and As if processes from referral to Discharge
The relationship between the two is the agreement to share all the
deliverables and lessons learnt from the process mapping
Lessons learnt and findings will be disseminated and shared via the
DoH Website.
We are linking with LEAP and IDEA to build on investments already made
Course Outline
Module 1 Introduction to Process Mapping
Module 2 Tools & Techniques
Module 3 Building Process Maps
Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
Module 1 Introduction to Process Mapping
Module 1 Introduction to Process Mapping Module 2 Tools & Techniques Module 3 Building Process Maps Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
What is a Business Process?
A process is...
A series of related activities that flow through an organisation
Not limited to a single function or department Something that can be viewed from end to end
Process Trigger Input
Policy development Assessment Customer Service Order Fulfilment Application Procedure
Value-Added Output
Customer
Functional View v Process View
Functional orientation
Process orientation
Problems with Functional working
Bottlenecks
Repetition Bureaucracy
No ownership
Management frustration Too many steps Customer forgotten Opportunities for error or even corruption
From Functional to Process View
Successful re-engineering requires a shift from function to process
Stage 1 P u r c h a s i n g R e c e i v i n g P u r c h a s i n g Stage 2 R e c e i v i n g Stage 3
P a y m e n t
P a y m e n t
Requisition to Payment Contact to Cash
Recruit to Retire
C u s t o m e r s
Functions drive the business
Processes are acknowledged, but Functions dominate
Processes drive the business
What is Process Mapping?
Process mapping is a tool that is used to understand, analyse and document processes and activities in an organisation and assist in identifying opportunities for improvement
A process map displays the sequential steps involved in converting a specific input into the required output
Why Process Map?
Typical reasons for conducting process mapping include:
To improve a process, you must understand the process Complexity of processes and lack of understanding constrains managements attempts to improve processes Analytical skills and process mapping skills allow us to understand and communicate processes to management, staff and users Identifies efficiency issues and where systems can support these
Advantages of Process Mapping
Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the work place, including:
Increases understanding of the work process Provides understanding of resource allocation Documents training procedures Tracks workflow Increases staff awareness
The Process Framework
Continuous Improvement
Identify and understand Best Practices
AS-IS Design
Analyse & Evaluate
TO-BE Design
Implementation
APPROACHES BPI BT
BPR
Deliverables
Turn TV On
No Is TV plugged in? Yes No
Does picture come on?
Yes
Plug in TV
Is picture good?
Yes
Does picture come on?
No
Call TV repair man
An action plan for implementation containing identified and prioritised suggestions for improvement. Documented differences between existing work flow and Best Practices. Identified problem areas using root cause analysis Documented existing work flow with highlighted problems.
Suggestion for improvement - Quick Fix
Problem Solution Due date Effect
No Yes
Adjust knobs
Is picture good?
No
Watch program
Yes
Problem
Causes PROCESS POLICY
TECHNOLOGY
Best Practices vs. existing workflow 1 Best Practice 1 GAP: 1. 2. 3.
Cross-functional process map
Prioritised suggestions for improvement x
Importance
PEOPLE
4. Best Practice 2 GAP: 5. 6.
-----------------------------------------------------------------
----------------------------------------------------
Prioritised Action plans
Quick Fix Project
1. Automate..........
-----------------------------------------------------------------------------
2. Simplify........
-------------------------------------------------------------------------------------------------------------------
x x x x x
3. Eliminate.......
-------------------------------------------------------------------------------------------------------------------
Performance
Process mapping symbols
Action/Process
System Activity
Direction of Flow
End
Start or End
Start
Document
On Page Connector
No
Decision
Yes
Off Page Connector
Required information for process mapping
We need to understand the following in order to process map:
RESPONSIBILITIES
The key responsibilities of the process area
ACTIVITIES
The key activities of the process area
INPUTS
The main sources of data input for each activity
OUTPUTS
The key deliverables of each activity
CUSTOMERS
Recipients of the outputs of each activity (internal & external)
PIs
Key Performance Indicators e.g. cycle time for process
VOLUMES
Key volumes related to an activity e.g.no. of items produced per day
Facilitating
Prepare Use standard flowchart symbols Flow from top left to bottom right Bring people together who know the process to prepare Execute Use group facilitated sessions with process owners Use individual interviews where appropriate Document process and technology opportunities for improvement as you go Understand cost, quality and time (processing time and elapsed time) implications as you go
Questions to ask about a processes activities
Who are the customers of the process? Who performs each activity? What generates the process/task? What forms and reports are used? What computer systems and files are used? How do we do it? Why do we do it? What decisions are made in the process? What happens next? What sequence are the activities performed in? Who reviews it and when? How long does it take? What is the nature, frequency and cause of errors/problems? How are errors/problems/exceptions handled? What is the output? How many? Where does the output go?
Summary - Module 1
A Business Process is a collection of linked tasks that consume inputs, add value, and produce an output of value to an internal or external customer Business processes span multiple functions or departments Process Mapping aims to make the process visible To improve a process, you must understand the process The continuous improvement framework helps create a value-added outcome The deliverables of process mapping are essential for identifying improvements
Module 2 Process Mapping Tools & Techniques
Module 1 Introduction to Process Mapping Module 2 Tools & Techniques Module 3 Building Process Maps Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
As-Is Process Design
Process mapping is a process...
Conduct individual interviews
Select a process
Plan and schedule resources (process owners,
rooms, dates, times, materials, agendas, etc..)
Select Technique
Document As-Is process and opportunities for improvement
Core team reviews output
Conduct focus group mapping
Connect to redesign/ design phase if applicable
Modeling Techniques for As-Is Process Design
Workflow and Process Dependency Modelling
Flowcharting Cross-Functional Flowcharts
Workflow/Dependency Diagram
Activity
1. Set New Account Critieria 2. Accept New Account 3.Determine Requirements 4. Allocate Manpower 5. Allocate Supplies 6. Sell Lottery tickets 7. Select Winning Ticket 8. Announce Winning Ticket 9. Accept Credit Information 10. Accept Personal References 11. Approve/Reject Loan
Dept A
Dept B
Person C
Sequential dependency Parallel dependency
Repetitive dependency
Optional dependency
Module 1
Module 2 Tools & Techniques
Module 3
Module 4 Uses & Applications
Introduction to Process Mapping
Building Process Maps
Practical 1
Practical 3
Practical 2
Workflow Modelling Exercise
Case Management Process
Look at the handout
Work individually for 10 minutes Simplify the process using the Workflow Modelling Technique In the columns, add departments, customer, specific people In the rows, specify the activities
Dont afraid to be descriptive Keep to high level activities/processes
Add the boxes in the appropriate columns and flows between them
Case Management Process 1st Draft
Screen
Care Planning Statement of Need Statement of Services to meet need Statement of services arranged Unmet needs
Contact
Referral
Fixed criteria service
Care Plan
Arrange Services
Initial Assessment
Emergency Service
Ongoing case-work intervention
Services Provided
Provider Monitor Services
EVENT
Full Assessment
Purchaser Monitor Services
Review Needs
END SERVICE
Advantages of Workflow Modelling
Simple to understand
Identifies Processes Identifies dependencies
Highlights the number of hand-offs
Finds black holes Easy to document metrics Can show by person, department, geographical location etc.
Flowcharts
Turn TV On
Start/End Decision
Does picture come on?
No
Is TV plugged in?
Yes
No
Yes
Plug in TV
Activity
Is picture good? Yes Does picture come on? No
Call TV repair man
No Yes
Adjust knobs
Is picture good?
No
Watch program
Yes
Cross-Functional Flowcharts - Swim Lanes
Publication Process Publication Process
Customer
Order received Request
Printing Dept
The information to be published is collected
Printing Process
Packaging Dept
The printed material is stuck and bound together
Spelling checks for grammar and spelling are run
QA Dept
Ready for distribution?
Shipping
Order Fulfilment Process
Cross-Functional Flowcharts - Swim Lanes
Hints:
Use workshops / focus groups Keep things moving
Encourage everyone to join in
Energise, share and build Use Paper / Brown Paper Technique / White Board / Flipcharts / PC based tool (e.g. Microsoft VISIO)
Suggested steps in process mapping
Start with a high-level flow (Context Diagram) and then drop to the next level of detail if necessary (i.e. sub processes) Define the beginning and end of each sub process (stay focused) Define key inputs and outputs Walk through each key sub process step by step Don't waste time: If you get bogged down, take a break or move on to another area Identify process and technology opportunities for improvement as you go or at the end of each sub process Verify the accuracy of the flow
Process mapping DOs and DONTs
DO map the process as it actually happens DONT map the process as you think it happens or as you think it ought to happen DONT restrict your process map to the activities in your own department
DO think about the process across the entire organisation
DO talk to the other people who are involved in the process
DO define the beginning and end of the process before you start
DO the process map at a high level DO ask questions
DONT work in a vacuum
DONT attempt to process map before you identify a beginning and an end
DONT get bogged down with too much detail
DONT struggle on your own
Expected results
Re-check the process by looking at the following:
Start, end points and customers should be clear Inputs and outputs should be identified
Indicate title of person / area responsible for each task
A person not familiar with the process should be able to easily understand the flow without any explanation The level of detail should be adequate to describe inefficiencies
Module 1 Introduction to Process Mapping
Module 2 Tools & Techniques
Module 3 Building Process Maps
Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
A basic process mapping example - sending a fax
In teams, spend 15 minutes drafting a process map for sending a fax
Use the Brown Paper Technique
Write activities on Post-it notes Stick them to the brown paper (or nominate someone to do this) Move Post-its around until activities have been properly sequenced Add other model components (function, resource, etc.) Remember to use swim lanes where necessary Run through process checking for accuracy
A basic process mapping example - sending a fax Example answer
Sender
Depicts the start of the process Depicts a step taken by the actionee Depicts a decision point always has yes/ no outputs Depicts an action generated by or related to the system
Yes goes right
Start
Compose fax on computer
Do you want to save a copy?
No goes down
Yes
Save copy of fax to database
No Represents readable data such as printed output Refers reader to a follow-on process map
Print fax
Defines area of responsibility for actionee Depicts a functional area or actionee e.g. department
Send fax to recipient
Send a copy to CEO?
Yes
See Process no.2
Recipient Recipient receives fax
No
End
Depicts the end point of the process
Adding Metrics
What do we want to measure? Time - value, cycle, waiting, Keep In View (KIV), productive / non-productive Volumes - transactions/day, units/hour, % Rates or Costs - computed, fixed, per unit Equipment Used - cost PIs Value Added - real value, business value, no-value
Advantages of using Metrics Illustrates contribution or non-contribution of the activity Shows bottlenecks, idle time, productive time Basis for measuring success
Adding Metrics - an example
An Insurance Companys Metrics for their Claims Process:
Process/KPI Deal with call Deal with Call Back Slip Transfer to Supervisor Update Client File Send Claim Form Reimburse Client Average Claim Value Non-rejected claims Cycle Times Non-Investigated Investigated/Assessed (5%) Processing Costs per claim Non-Investigated Investigated/Assessed 80 400 13 29 13 29
Time Taken (mins) Add. Costs () Delays (days) %
5 10 1 5 20 30 20 50 74 72 2 20
Analyse the results
Summary - Module 2
The As-Is process design is the most important part of the process improvement exercise
Modelling Techniques
Workflow and Process Dependency Flowcharting Cross-Functional Flowcharts /Swim Lane Modelling
Always re-check the process
Ask lots of questions to ensure a correct design
Metrics and PIs are used as a basis for measuring success
Agenda Afternoon
14:00 14:30 Introduction to module 3
14:30 - 15:30 case study 15:30 15:45 Break
15:45 16:15 case study continued
16:15 16:40 Module 4 16:40 17:00 Summary and Next Steps
Module 3 Building Process Maps
Module 1 Introduction to Process Mapping Module 2 Tools & Techniques Module 3 Building Process Maps Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
Using Microsoft VISIO 2000
An automated process mapping tool
Templates
Basic Flowcharts Cross-Functional Diagram (Swim Lanes) Cause & Effect Diagram (Fishbone)
Use Help files
Visio - Cross-Functional Flowchart Template
Module 1 Introduction to Process Mapping
Module 2 Tools & Techniques
Module 3 Building Process Maps
Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
Your task ...
Choose a process you are familiar with in the workplace
Map the process using the Cross-Functional Flowchart Method (Swim Lanes)
Re-check the process
Analyse the results List some problems and improvements
Using VISIO 2000
Use the process you have mapped by hand
Transfer this process into a Visio document Use the Cross-Functional Flowchart template
Summary - Module 3
Microsoft VISIO 2000 is a valuable tool for automating and documenting various design techniques
Process Mapping takes practice
The process maps act as a basis for the Analysis and Evaluation phase
Module 4 Uses and Applications of Process Maps
Module 1 Introduction to Process Mapping Module 2 Tools & Techniques Module 3 Building Process Maps Module 4 Uses & Applications
Practical 1
Practical 3
Practical 2
Identify opportunities for improvement
During process mapping we should go beyond understanding the current flow to identifying areas for improvement, such as:
Process opportunities
Technology opportunities and issues
Short-term fixes or urgent action items
Identify opportunities for improvement Process opportunities
Once we have our process maps, we can begin to analyse them for process opportunities for improvement. Specifically, we can improve the work flow by using the following analysis techniques:
Value Chain Analysis
Why-Why Diagram
Cause and Effect Diagram Critical Analysis
Value Chain Analysis
Real value added (RAV) Business value added (BAV)
The value that is added to the required deliverable by each stage of the process.
Verbs which are likely to have no business value: Copying Checking Collating Approving Counting Storing Preparing Filing Searching Retrieving Accumulating Moving Revising Inspecting Editing Rework
Non value added (NAV)
Value Chain Analysis - Red Flag
Loops Hand-offs
Repetition/Duplication of effort (within a process or across divisions) Black holes Unused data stores WHY? Temporary data stores Overlapping processes Processes which have many steps Sequential steps which could be done in parallel Omission of critical steps Unnecessary paperwork Unnecessary delays Insufficient linkages between other processes, divisions, customers or suppliers
Why-Why Diagram
Why?
Bad quality milk Bad quality milk Milk gone off Milk gone off Milk gone off Milk gone off
Why?
Fridge Cold Fridge Cold etc. etc.
Why?
Why?
Can't go to store Can't go to store No Milk in Fridge No Milk in Fridge Housemates Housemates finished milk finished milk
Local store closed Local store closed Large store too far Large store too far To eat cereal To eat cereal To feed cat To feed cat Rent too high Rent too high Too many debts Too many debts Insufficient Salary Insufficient Salary
No Money to buy No Money to buy milk milk
Cause and Effect Diagram
Outside Influences
Housemates finished milk Expired Faulty Fridge Fridge not cold Milk gone off
Quality
Cheap Milk
For breakfast For Micky the cat
No money
Effect, Problem or Objective
Large store too far Milk ran out Battery dead Lazy Closed on Sundays Poor Salary Small Store Insufficient Rent too high Mortagage Student loans Too many debts
No Milk in Fridge
Left lights on Old battery Car won't start
Supplies
No Money
Critical Analysis
What
is being done
Why
is it being done
What Else
is being done
Who
is doing it
Why
are they doing it
Who Else
could do it
When
Are they doing it
Why
then
When Else
could it be done
Where
Is it being done
Why
there
Where Else
could it be done
How
is it being done
Why
that way
How Else
could it be done
Visio - Fishbone Diagrams
To-Be Design
Customer Needs & Wants
Executive Executive Vision Vision
Opportunities Opportunities from As-Is from As-Is Analysis Analysis
Visioning Workshops
Implementation Implementation & Change & Change Planning Planning
Best Practices Best Practices Experts Experts Benchmarks Benchmarks Goals Goals PIs PIs
Design Principles
Work Backwards See the business through the customers eyes Focus on the logical workflow first What first, then who, where, when and how Look at I.T. as an enabler Assume Paradise Principle to start with Minimise hand-offs Use Triage principle Integrate tasks / activities Place decision making close to the customer / transfer Simplify Test using PIs and metrics Have a single point of contact - Ownership
Identify opportunities for improvement Technology opportunities and issues
During the process mapping we will capture current system limitations as well as ideas for ways technology can enable a more effective or efficient process:
Identify potential uses for new technology (e.g. automation, better availability and sharing of information, etc.) Understand current system constraints (e.g. information not available on a timely basis due to batch processing, hardware capacity constraints, lack of interface between key systems, etc.)
Identify opportunities for improvement Short term fixes or urgent action items
Once we have our process maps, we can begin to analyse them for Quick-wins. These opportunities represent Issues that need to be addressed immediately for control, improved profitability and other reasons Significant benefit with relatively low investment required
Prioritised suggestions for improvement
Importance
x x
x x x x x
Ease of implementation
Summary - Module 4
Process Mapping and Analysis identifies critical problems that need to be resolved
Business processes are re-designed to achieve ambitious business goals Business Value is added Quick Win projects are identified Improvement Opportunities are identified I.T. is used as an enabler for competitive advantage The investment is justified using metrics and PIs
Next Steps
Prioritise the main processes you have identified Process map at least one of them by the end of Week 1 (or continue to work on the one you have started) Start of with the high-level process (Context Diagram) Decompose this process into sub-processes Dont hesitate to ask for Help.
