Bpr 05 Process Mapping Tools
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Bpr 05 Process Mapping Tools

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Business process reengineering

Business process reengineering

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Bpr 05 Process Mapping Tools Bpr 05 Process Mapping Tools Presentation Transcript

  • Business Process Re-engineering 05 – Process Mapping Tools and Techniques
  • Process Mapping Concept 1. Understand the process / systems 2. Differentiate the process functions 3. Structure the process map 4. Establish an informal process map 5. Process mapping takes place
  • Process Mapping Tools
    • Flow diagramming tools
      • Most basic
      • Link text descriptions to symbols
      • Limited analysis capability
      • e.g. ABC Flowcharter; Easyflow
    • Case tools
      • Modeling hierarchies and process definitions
      • Built on RDBMS
      • e.g. IDEF and Workflow Analyser
    • Simulation tools
      • Dynamic and more sophisticated analysis capability
      • e.g. Service Model; Sim Process
    View slide
  • Process workshops - approach
    • Select a team of people who understand the
    • process from beginning to end
    • Determine key processes activities - don’t go down
    • to the task level yet
    • Capture and validate key process information
    View slide
  • Information gathering
    • Some of the methods to information gathering include:
    • Interviews (one to one)
    • Workshops
    • Workflow tracing
    • Feedback sessions
    • Questionnaires - for “customer” information
    • Activity analysis - observe and record actions
  • Approach to take
    • Interview first line managers/ supervisors
    • Focus and activities performed and the outcomes
    • Identify what ACTUALLY gets done
    • Find the most significant cost/time/quality problems
    • Identify process exceptions that confuse a clean process flow
    • Identify critical information that is currently used
    • Identify critical information that is needed (but not available)
    • Seek ideas for improvement
  • Key outcomes
    • The outcome or result of a process workshop is as follows:
    • Process maps and relationship models
    • “ As-Is” process metrics - cycle time, cost, quality
    • Process issues - findings
    • Understanding of scope for improvement
    • Rapid improvement opportunities
  • Modeling – from “As-is” to “To-be”
    • Map existing processes:
      • capture detail across the whole process diagrammatically
      • adjust level of detail to capture key issues and opportunities
    • Identify key performance factors:
      • cycle times, costs, resource levels
      • failures and root causes
  • Modeling – from “As-is” to “To-be”
    • Model new processes:
      • remove redundancy, seek concurrency
    • Animate new process:
      • validate cycle times
      • illustrate the new processes to those who will run them