Bpr 05 Process Mapping Tools

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Business process reengineering

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Bpr 05 Process Mapping Tools

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

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