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Process Mapping TrainingWorkshop
Acknowledgement
• This MAPSS Project is one of the Demonstrator projects funded
by the Department of Health’s 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 on-
going 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
AgendaMorning
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
Oct Nov Dec Jan Feb Mar
Phase 1 Phase 2Obtain funding
&agree PID
Training Day
Prepare process maps
Explore repository options Develop preferred option for repository
Agree standard symbols
Prepare manual
Refine manual
Training Day
Prepare process maps
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
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
Practical 1 Practical 3
Practical 2
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
Practical 1 Practical 3
Practical 2
Module 1Introduction to Process Mapping
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
Input Output
Process
Policy development
Assessment
Customer Service
Order Fulfilment
Application Procedure
Trigger Value-Added
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
Functions drive the business
Processes are acknowledged, but Functions dominate
Processes drive the business
Stage 1 Stage 2 Stage 3
Purchasing
Receiving
Payment
Purchasing
Receiving
Payment
Customers
Requisition to Payment
Contact to Cash
Recruit to Retire
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
management’s 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
• Increases understanding of the work process
• Provides understanding of resource allocation
• Documents training procedures
• Tracks workflow
• Increases staff awareness
Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the work place, including:
The Process Framework
Continuous ImprovementContinuous Improvement
Identify andunderstand
Best Practices
Identify andunderstand
Best PracticesAS-IS DesignAS-IS Design Analyse &
EvaluateAnalyse &Evaluate TO-BE DesignTO-BE Design ImplementationImplementation
BT
BPRBPI
APPROACHES
Deliverables
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
Problem Causes
------- -------
------- ------- -------
-------- -------- --------
---------------------------
--------- ---------
-------- --------- ----------
Prioritised Action plans
1. Automate..........---------------------------------------
---------------------------------------
2. Simplify........---------------------------------------
--------------------------------------- ---------------------------------------
3. Eliminate.......---------------------------------------
--------------------------------------- ---------------------------------------
Quick Fix Project
Imp
ort
an
ce
Performance
x
x
x
x
x
xx
xxx
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
Does picturecome on?
Is TVplugged in?
Plug in TV
No
Is picturegood?
Call TV repairman
Does picturecome on?
Is picturegood?Adjust knobs
Watchprogram
Turn TV On
Yes
No
NoYes
Yes
NoYes
NoYes
Process mapping symbols
Action/Process
Start or End
On Page Connector
System Activity
Decision
DocumentStart
End
No
YesYes
Direction of Flow
Off Page Connector
RESPONSIBILITIES ACTIVITIES INPUTSThe key responsibilities of The key activities of The main sources ofthe process area the process area data input for each activity
OUTPUTS CUSTOMERS PIs VOLUMESThe key Recipients of the Key Performance Indicators Key volumes related todeliverables of outputs of each activity e.g. cycle time for process an activity e.g.no. of each activity (internal & external) items produced per day
Required information for process mapping
We need to understand the following in order to process map:
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
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
Practical 1 Practical 3
Practical 2
Module 2Process Mapping Tools & Techniques
‘As-Is’ Process Design
Plan and scheduleresources
(process owners, rooms, dates, times, materials, agendas,
etc..)
Select Technique
Select Technique
Conduct individualinterviews
Conduct focusgroup mapping
Document “As-Is”process and
opportunities forimprovement
Core teamreviews output
Connectto redesign/
design phase if
applicable
Connectto redesign/
design phase if
applicable
Process mapping is a process...
Select aprocessSelect aprocess
Modeling Techniques for ‘As-Is’ Process Design
• Workflow and Process Dependency Modelling
• Flowcharting
• Cross-Functional Flowcharts
Workflow/Dependency Diagram
Activity Dept A Dept B Person C1. 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 PersonalReferences
11. Approve/Reject Loan
Sequential dependency
Parallel dependency
Repetitive dependency
Optional dependency
Sequential dependency
Parallel dependency
Repetitive dependency
Optional dependency
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
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– Don’t afraid to be descriptive– Keep to high level activities/processes
• Add the boxes in the appropriate columns and flows between them
Case Management Process1st Draft
ContactScreen
Referral
InitialAssessment
CarePlanning
Care Plan ArrangeServices
PurchaserMonitorServices
ReviewNeeds
EVENT
ENDSERVICE
Fixed criteriaservice
EmergencyService
FullAssessment
Ongoingcase-workintervention
ServicesProvided
ProviderMonitorServices
Statement of NeedStatement of Services to meet
needStatement of services
arrangedUnmet needs
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
Start/End
Decision
Activity
Does picturecome on?
Is TVplugged in?
Plug in TV
No
Is picturegood?
Call TV repairman
Does picturecome on?
Is picturegood?Adjust knobs
Watchprogram
Turn TV On
Yes
No
NoYes
Yes
NoYes
NoYes
Cross-Functional Flowcharts - ‘Swim Lanes’
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 “DON’Ts”
• DO map the process as it actually
happens
• 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
• DON’T map the process as you think
it happens or as you think it ought to
happen
• DON’T restrict your process map to
the activities in your own department
• DON’T work in a vacuum
• DON’T attempt to process map
before you identify a beginning and
an end
• DON’T get bogged down with too
much detail
• DON’T 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
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
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
Recipient
StartCompose
fax oncomputer
Do you want tosave a copy?
Print fax
Save copy offax to database
No
Yes
Send fax torecipient
EndRecipient
receives fax
Representsreadable datasuch asprinted output
Representsreadable datasuch asprinted output
Depicts astep takenby theactionee
Yes goes right
Depicts astep takenby theactionee
Yes goes right
Depicts anactiongenerated by orrelated to thesystem
No goes down
Depicts anactiongenerated by orrelated to thesystem
No goes down
Depicts thestart of theprocess
Depicts adecision point -always has yes/no outputs
Depicts thestart of theprocess
Depicts adecision point -always has yes/no outputs
Depicts afunctional areaor actionee e.g.department
Depicts afunctional areaor actionee e.g.department
Defines area ofresponsibilityfor actionee
Depicts theend pointof theprocess
Send a copyto CEO?
No
SeeProcess
no.2Yes
Defines area ofresponsibilityfor actionee
Depicts theend pointof theprocess
Send a copyto CEO?
No
SeeProcess
no.2Yes
Refers readerto a follow-onprocess map
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• 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
PIs
Adding Metrics - an example
An Insurance Company’s Metrics for their Claims Process:
Analyse the results
Process/KPI Time Taken(mins)
Add. Costs(£)
Delays(days)
%
Deal with call 5
Deal with Call Back Slip 10
Transfer to Supervisor 1
Update Client File 5
Send Claim Form 20 20 2
Reimburse Client 30 50 20
Average Claim Value 74
Non-rejected claims 72
Cycle TimesNon-Investigated 13Investigated/Assessed (5%) 29
Processing Costs per claimNon-Investigated 80 13Investigated/Assessed 400 29
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
AgendaAfternoon
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
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
Practical 1 Practical 3
Practical 2
Module 3Building Process Maps
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
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
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
Introduction toProcessMapping
Introduction toProcessMapping
Tools &Techniques
Tools &Techniques
BuildingProcess
Maps
BuildingProcess
MapsUses &
Applications
Uses &Applications
Module 1 Module 3 Module 4Module 2
Practical 1 Practical 3
Practical 2
Module 4Uses and Applications of Process Maps
Identify opportunities for improvement
• Process opportunities
• Technology opportunities and issues
• Short-term fixes or urgent action items
During process mapping we should go beyond understanding the current flow to identifying areas for improvement, such as:
Identify opportunities for improvementProcess opportunities
• Value Chain Analysis
• Why-Why Diagram
• Cause and Effect Diagram
• Critical Analysis
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
Verbs which are likely to have no business value:– Copying– Collating– Counting– Preparing– Searching– Accumulating– Revising– Editing
– Checking– Approving– Storing– Filing– Retrieving– Moving– Inspecting– Rework
The ‘value’ that is
added to the required
deliverable by each
stage of the process.
Real value added (RAV)
Business value added (BAV)
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
• 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-Why Diagram
No Milk in FridgeNo Milk in Fridge
Milk gone offMilk gone off
Can't go to storeCan't go to store
Housematesfinished milk
Housematesfinished milk
No Money to buymilk
No Money to buymilk
Local store closedLocal store closed
Large store too farLarge store too far
To eat cerealTo eat cereal
To feed catTo feed cat
Rent too highRent too high
Too many debtsToo many debts
Insufficient SalaryInsufficient Salary
Bad quality milkBad quality milk
Milk gone offMilk gone off
Fridge ColdFridge Cold
etc.etc.
Why?
Why?
Why?Why?
Cause and Effect Diagram
No Milk inFridge
OutsideInfluences Quality
Supplies No Money
Milk gone off
Expired
Fridge not cold
Cheap Milk
Large store too far
Battery dead
Car won't start
Left lights on
Old battery
Lazy
Small StoreInsufficient
Closed on Sundays
Milk ran out
Housematesfinished milk
No money
Too manydebts
Rent too high
Poor Salary Student loans
Mortagage
Faulty Fridge
For breakfast
For Micky thecat
Effect,Problem orObjective
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
CustomerNeeds & Wants Executive
VisionExecutive
Vision
Best PracticesExperts
BenchmarksGoals
PIs
Best PracticesExperts
BenchmarksGoals
PIs
Opportunities from ‘As-Is’
Analysis
Opportunities from ‘As-Is’
Analysis
Implementation & Change Planning
Implementation & Change Planning
VisioningWorkshops
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 improvementTechnology opportunities and issues
• 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.)
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:
Impo
rtan
ce
Ease of implementation
xx
xx
x
xx
xxx
Prioritised suggestions for improvement
Identify opportunities for improvementShort 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
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
• Don’t hesitate to ask for Help.