Process Mapping

Process Mapping Current (As~Is) to Future (To~Be) State Anand Subramaniam

“ I am not a teacher, I am an awakener.”

- Robert Frost

Highlights

Process Mapping Overview

Process Mapping Framework

Identify Best Practices

As~Is Process

Analyse, Evaluate & Sign-off

To~Be Process

Process – Tools & Maps

PDSA Cycle

Process Mapping Overview

Why, What etc etc … Process Mapping Displays the sequential steps involved in converting a specific input into the required output To analyse & develop specific areas for improvement and / or future change initiatives Tools & techniques used to understand, analyse and document processes & activities. Assist in identifying opportunities for improvement Establishing a shared knowledge base Produce a range of ‘As is’ and ‘To be’ process maps Understanding of the work process, resource allocation, training etc Identify efficiencies and where systems can support these Improve processes by removing non-value add, complexity & constrains

Moving from Functional to Process View Functions drive the business Processes are acknowledged, but Functions dominate Processes drive the business Purchasing Department Finance Department (A/P) Procure to Pay Order to Cash Recruit to Retire Materials Department (W/House) Purchasing Department Finance Department (A/P) Materials Department (W/House) Customer

Process Overview - SIPOC S UPPLIER I NPUTS P ROCESS VALUE ADDED ACTIVITIES O UTPUTS C USTOMER Manpower Machinery Material Methods Information Environment Products Services

Principles

Simplify

Test using metrics

Minimise hand-offs

Integrate tasks / activities

Look at I.T. as an enabler

Focus on the logical workflow first

Work Backwards from Output to Input

Have a single point of contact - Ownership

Place decision making close to the customer

What’s first, then who, where, when and how

See the business through the customers eyes

Information Required for Process Mapping Information Required Responsibility Key responsibilities of the process area Output Key deliverables of each activity - products and services Input methods, materials, manpower, information, equipment etc Activities Key Activities of the process area Key performance indicators Volumes Key volumes related to an activity Customers Recipients of each activity output Suppliers Suppliers of each activity input

Process Mapping – Watch out..

Do

Observe and ask questions

Map the process as it actually happens

Think about the process across the entire organisation

Engage people who are involved in the process

Define the beginning and end of the process before you start

Map the process at a high level

Do Not

Map the process as you think it happens or as you think it ought to happen

Restrict your process map to the activities in your own department

Attempt to process map before you identify a beginning and an end

Get bogged down with too much detail

Process Mapping Framework

Process Framework Continuous Improvement Identify Best Practices As~Is Analyse & Evaluate To~Be Implement Business Process Reengineer Business Process Improvement Approaches

Identify Best Practices

Process Mapping – Note…

Agree on what you will be mapping & process mapping scope

Start & walk through with a high-level flow (Context Diagram)

Walk through each key sub process step by step (if required)

Define the beginning and end of each sub process (inputs & outputs)

Identify process and technology opportunities for improvement at the end of each sub process

Verify the accuracy of the flow

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

Process Activity Questions

How do we do it?

Why do we do it?

What is the output?

How many outputs?

How long does it take?

Where does the output go?

Who reviews it and when?

Who performs each activity?

What generates the process/task?

What forms and reports are used?

Who are the customers of the process?

Who are the suppliers of the process?

What decisions are made in the process?

What computer systems and files are used?

How are errors / problems / exceptions handled?

What sequence are the activities performed in?

What is the nature, frequency and cause of errors/problems?

Process Metrics

What do we want to measure?

Time - value, cycle, waiting, productive / non-productive

Volumes – transactions per day, units per hour, %age

Rates or Costs - computed, fixed, per unit

Equipment Used - cost

Value Added - real value, business value, no-value

Advantages of using Metrics

Highlights contribution or non-contribution of the activity

Shows bottlenecks, idle time, productive time

Basis for measuring success

As~Is Process

As~Is Process Design Select a specific Process Scope, Plan & Schedule Resources Select Technique Individual Interviews Focus Group Mapping Document As~Is Process & Improvement Opportunities Analyse, Evaluate & Sign-off

Select a Process

What are the reasons for mapping the process?

Is it performing below expectations and / or ways to increase the value?

Is it an exercise to understand the current process or how a new product / service will be planned, sourced, made, sold, returned etc.

Find the beginning

What event creates the demand?

What conditions trigger the process?

Find the end

At what point is the demand satisfied?

What conditions satisfy the demand?

Prepare a document that includes

Name of the specific process

Business problem or opportunity

Specific objectives / stakeholder expectation

Scope – In and Out

Scope - Identify All Process Steps

Observe process : Collect Data : Document your observations

List the parameters that can change a product characteristic at that step (machine settings, supplies)

Inputs: all necessary parameters to complete a step

6M’s = Man, Machine, Measurement, Method, Material and Mother Nature

Outputs : end-product parameters that are measurable or assessable

Inputs & outputs can be identified & verified by:

Brainstorming - Work instructions

Operators experience - Industry standards

Plan & Schedule Resources

Systems & Roles

Who and what systems are involved in the process

Using a role rather than a job title helps to shift emphasis from a functional to process mindset

Systems name should be what people in the organisation use and call

Schedule

Personnel – who’s and what role will they play

Task and time estimate – a list of tasks, people responsible and time required

Select Technique / Interview Planning

Select mapping techniques (flowchart, block diagrams)

Prepare for process interviews – focus group / individual

Review any existing process documentation / maps

Previous mapping efforts

Organisational charts

Job descriptions

Keep in mind that actual processes likely have no resemblance to documentation or SOP

Documentation can help you identify the process experts

Start with a group interview to get an overall picture and interactions between roles

Follow up from group to individual interviews to get more detail

Conducting Interviews

Conduct individual interviews in the order the roles appear on the process map

Explain to participants prior to the interview why the process is being mapped

Confine the discussion to the roles in the process being mapped,

Explain the objectives & scope

Why are you creating the map

What do you expect to accomplish from the interview

Provide a current process map and obtain agreement on scope

Usually your only interested in a small portion of the person’s entire job

Conducting Interviews (Contd.)

What you want to know:

Roles from whom the person receives input and roles to whom the person gives output

Input tasks and output tasks – when does the person first become involved and when are they finished

Tasks performed, including decisions, in sequence

Links to other processes

Process walk through (chronological order)

Identify every task and every decision

Help all parties to visualise what is physically happening at each step

Conducting Interviews (Contd.)

Avoid jargon

The map must communicate to people in other functional areas or new employees

Map the official way

If there are enough differences then people need to see the official way so they can see what deficiencies are causing people to vary from it

Display the map as it emerges from the discussion

With groups you can use flip charts, a white board, post-it notes or something similar

As~Is - Process Steps

Describe the activities that transform inputs into outputs

Map the ACTUAL process the way it occurs now

Not the ideal process (the way it should occur)

Not the formally documented process - the way the Standard Operating Procedures (SOP) says it happens

Consider the following:

What major activities occur in this process?

Where do decisions need to be made or approvals occur before the next step?

What causes extra work or rework in this process?

Are there places where more than one method is occurring?

What factors inhibit process members from performing well?

List each step on its own Post-It® and place vertically

As~Is – Sequencing / Responsibility

Arrange the steps in the order in which they occur

Place each step under the role (primary responsibility) for accomplishing it

Rearrange steps and players as needed, until they accurately show how the process flows

Classify Process Parameters

Classify Inputs into the following categories:

N = Noise Factors - Uncontrollable factors in the process

C = Controllable Factors - Process factors that can be changed to see the effect on product characteristics.

S = Standard Operating Procedures - A procedure is used to define and run those factors.

Cr = Critical Factors – Important factors that determines the outcome

Show total time as Value Add and Non Value Add percentages for the entire process

Analyse the NVA steps, measure distance traveled (feet) and investigate time wasted. (time operator goes away from the working area, waiting and idle time)

As~Is - Process Map

Assign the correct flowchart symbols to each step

Review the process flow

Add steps if missing

Reorder steps if needed

Show the flow of activity between steps with arrows

Show shared responsibility for a step with circles and lines

Provide a symbol key at the bottom (or on the last page) of the flowchart

As~Is – Checks & Balances

Are symbols used correctly?

Are process steps clearly described?

Does every path take you either back to or ahead to another step?

Does the chart accurately depict what really happens?

Have you labeled your flowchart and provided a key?

Analyse, Evaluate & Sign-off

Analyse Process Maps

Review process map and look for:

Redundant activities

Delays between steps

Unnecessary process steps

Role or responsibility ambiguity

Bottlenecks (backlogs) in the process

Endless “do-loops” where rework is common

Activity time (lapse of time to complete a given step)

Cycle time (total time elapsed from first to last step)

Activity flows that go back and forth repeatedly between players

Segment and group the steps of the process map and select an appropriate measure for each segment

Complete a causal analysis on the inputs to your process

Determine whether one input or another is generating problems

Evaluate Process Performance

Identify where and what to measure

Depicts how process currently works

Helps to figure out where to set up measures

Tool to begin studying the process

Methods to measure processes

Pareto charts

Process behavior charts

Cause-and-effect diagrams

Process modeling and simulation

As~Is - Stakeholder Review & Sign-off

Identify appropriate people to attend As~Is final review workshop session

Make sure all key players are represented

Invite others (manager, supervisor, customer) who may wish to learn about the process flow

Confirm and complete a process improvement plan

Performance data

Process measures

Low-hanging fruit (i.e., quick fixes)

Attend Process Behavior Charts Training

Attend Data Analysis and Graphing Training

Areas process could be simplified, improved (short & long term)

Reviewed by all Stakeholders & Signed-off

Core Team Review - Process Measures

Serve as the basis to understand the performance of the process

Show the occurrence and extent of problems in the process

Assist in diagnosing process inefficiencies

Help to determine why problems occur

Help in identifying how to make process improvements

Allow for the study of the interrelationships between events and among players in the process

Gauge the results of changes made to the process

Examples – Process Measures

Number of unscheduled repairs

Number of facility deficiencies

Problem resolution time of help desk requests

Percent of billing transactions processed with errors

Percent of notification memos sent out within 1 week

Type and location of occurrence of security violations

Time between customer order and delivery of product

Cycle time from customer request to providing service

Percent “errors” found in radioactive materials inventory

To~Be Process

To~Be Process Design Implementation and Change Management Improvement Opportunities from As~Is Process Design Visioning Workshops Senior Management Vision Best Practice, Benchmarks, Performance, Goals Visioning Workshops

Deliverables

Process documented, highlighting problem areas

Problems identified using root cause analysis

Implementation Plan highlighting identified & prioritised suggestions for improvement

Documented differences between existing and new process using “Best Practices”

Suggestion for improvement - Quick Fix Problem Solution Due date Effect Problem Causes ------- ------- ------- ------- ------- -------- -------- -------- ---------- -------- --------- --------- --------- -------- --------- ---------- Prioritised Action plans 1. Automate.......... --------------------------------------- --------------------------------------- 2. Simplify........ --------------------------------------- --------------------------------------- --------------------------------------- 3. Eliminate....... --------------------------------------- --------------------------------------- --------------------------------------- Quick Fix Project Importance Performance x x x x x x x x x x Prioritised suggestions for improvement Cross-functional process map PROCESS POLICY TECHNOLOGY PEOPLE Best Practice 1 GAP: Best Practice 2 GAP: Best Practices vs. existing workflow 1. 2. 3. 4. 5. 6. 1 5

Process – Tools & Maps

Process Mapping Symbols Action/Process Start or End On Page Connector System Activity Decision Document Start End No Yes Yes Direction of Flow Off Page Connector

Relationship Map Central Mfg Suppliers Local Dealers End Customers End Customers Local Dealers End Customers End Customers Goods Goods Sales consultations Sales consultations Goods Goods Prognosis and orders Goods Negotiations about agreements

Block Diagram Requisition Purchase Order Receive Goods Pay Supplier Procure to Pay Process

Linear Flowchart Receive Payment Process order Receive order Prepare materials Assemble order Deliver order

Process Flow Map A Begins Load skins in racks Install in jig and drill Return for rework A Apply spray dot Trim, remove lug, clean & apply sealing Verify prior trim Manual rivet, identify and mark B Rework dots Drill identification holes Automatic riveting Apply liquid shim Final drill, countersink B C Ends Fastener/ bracket installation Clean, ident. and scratch repair Ship to next step C Inspect Inspect

Cross Functional – “Swim-lane” Maps Shipping Printing Dept Packaging Dept QA Dept Customer Printing Process The information to be published is collected The printed material is stuck and bound together Spelling checks for grammar and spelling are run Order received Ready for distribution? Magazine Publication Process Request Order Fulfilment Process

As~Is Process (Value / Non Value Add)

Process / Product Benchmarking Sydney Perth Brisbane NZ Start 1 2M 3M 4M 5M 6M 7M Start 1 2 3 PAINT PAINT 4 5 6 PAINT Start 2P 1 3P 4P . 5P ) 6P 7P Start 1S l 2St 3S 4S Obtain approval 5S . 6S 7S 8S PAINT CURE

The PDSA Cycle