Mapss Process Mapping Course
Mapss Process Mapping Course
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.
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
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.
Phase 1
Obtain funding & agree PID
Phase 2
Prepare manual
Refine manual
Training Day
Training Day
Oct
Nov
Dec
Jan
Feb
Mar
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
Practical 1
Practical 3
Practical 2
Practical 1
Practical 3
Practical 2
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 orientation
Process orientation
Bottlenecks Repetition Bureaucracy No ownership Management frustration Too many steps Customer forgotten Opportunities for error or even corruption
P a y m e n t
P a y m e n t
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
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
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
Implementation Implementation
Deliverables
Turn TV On
An action plan for implementation containing identified and prioritised suggestions for improvement.
No
Documented differences between Is TV existing work flow and Best plugged in? Practices. Identified problem areas using root No cause analysis
Yes
Problem
Yes
1. Best Practice 1 GAP: 2. 3. 4.
Documented existing work flow with highlighted problems. Quick Fix Plug in Suggestion for improvement TV
Problem Effect Solution Due date
TECHNOLOGY
Importance
PEOPLE
-----------------------------------------------------------------
----------------------------------------------------
1. Automate..........
-----------------------------------------------------------------------------
2. Simplify........
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Is picture good?
Yes
3. Eliminate.......
No
Call TV re man
No Yes
Action/Process
End
Start or End
Start
Document
On Page Connector
No
Decision
Yes
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
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
Practical 1
Practical 3
Practical 2
Select a process
(process owners,
Select Technique
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
Repetitive dependency
Optional dependency
Practical 1
Practical 3
Practical 2
Add the boxes in the appropriate columns and flows between them
Contact
Referral
Fixedcriteria service
CarePlan
Arrange Services
Initial Assessment
Emergency Service
Services Provided
EVENT
Full Assessment
Review Needs
END SERVICE
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
Start/End Decision
Turn T
Activity
Does p
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)
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
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
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
Practical 1
Practical 3
Practical 2
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
Start
Yes
No
Print fax
Defines area of responsibility for actionee Depicts a functional area or actionee e.g. department
Represents readable data such as printed output Refers reader to a follow-on process map
Yes
No
End
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
5 10 1 5 20 30 20 50 74 72 2 20
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
Practical 1
Practical 3
Practical 2
Practical 1
Practical 3
Practical 2
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
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
Practical 1
Practical 3
Practical 2
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
Value Chain Analysis Why-Why Diagram Cause and Effect Diagram Critical Analysis
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
Why-Why Diagram
Why? Why? Why?
Why?
O Infl
Effect, Problem or Objective
Housemates
Critical Analysis
What Who
is being done
When
When Else
Where How
is it being done
that way
could it be done
To-Be Design
Visioning Workshops
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 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
x
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.