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Copyright © COMPROSE 2010 1
Operations Mapping Overview
www.comprose.com 800-719-8964
This document provides an overview of COMPROSE’s Operations Mapping methodology, a proven
approach for solving business problems by creating process and procedure “systems” that you can
manage with and train from. A good system LINKs processes to procedures, policies, and detailed
tasks so that everyone has what they need to perform their jobs the best way.
Copyright © COMPROSE 2010 2
What Problems / Business Goals Do You Want to Accomplish? Most challenging operational problems can be solved if employees have clear direction and the right roadmap.
A good exercise is to audit your operations. You can use COMPROSE’s Business Pain Checklist as a handy tool.
Pinpoint a few key issues and problems that may be holding you back. Then create and deploy a system that addresses the problem.
Some examples include:
Copyright © COMPROSE 2010 3
What is a good system?
It’s the ROADMAP for running your business.
A good system answers these KEY questions:
What is our goal, expected result? (Why is it important?) How do we get there? (How?) What are the “tricks”? (Nuances) What is best practice? Who does what when? Who is responsible? (Accountability) What do we do if something goes wrong? (Contingencies) How can we improve? Work smarter — not harder? What do we do when things change?
Detailed Task
Detailed Task
Process
Detailed Task
Policies
Business Outcome
Procedure
Procedure
Procedure
Business Goal (KPI) linked to everything needed to achieve that goal.
COMPROSE’s Operations Mapping Copyright 2010
Copyright © COMPROSE 2010 4
Breaks down into:
Breaks down into:
The Model for a “Good System” Operations Mapping © COMPROSE 2010
Copyright © COMPROSE 2010 5
Policies are separate but should be linked to processes and tasks. A policy is a guideline or the official position with respect to a topic. Policies do not contain steps or actions. Think of policies as the result of “what should happen” if you take the right actions.
A Process is the highest level description of a task or series of tasks. It gives the big picture and overall work flow of a multi-step task. Answers the question: How does a particular function or area of your business work and what happens. This view helps employees see how everyone works together and how they fit in.
A Procedure (sometimes referred to as “desk procedure” or SOP) is more detailed than a process, but not as detailed as a work instruction. Answers the questions: what happens, in what order, who does what to whom and how.
A work instruction or detailed task that is typically carried out by one person from start to finish, in one sitting. Work instructions change more frequently than processes and procedures. They should be separate, but linked to the other elements.
A Goal is a measurable business outcome such as % error reduction, reduced time, etc
The Model for a “Good System” Operations Mapping © COMPROSE 2010
Copyright © COMPROSE 2010 6
Applying Operations Mapping Think “big” but start small.
1. Understand difference between Policy, Procedure, etc.
2. Understand how your business works by mapping it out on one page.
3. Decide on an area or business process to start on.
3. Map out the high-level process. (picture + narrative)
4. Break the process actions down into procedures. List the actions for each procedure, identify kick-outs to work instructions. (Operations Map)
Copyright © COMPROSE 2010 7
Where Should I Start?
A common challenge and question we hear from just about every organization is “I’d like to streamline or systematize my organization
but I don’t know where or how to start.”
Others ask: Is a top-down or bottom-up approach best? Should we start by having everyone write down what they do? How much detail
do we need? The Operations Mapping method answers all of these
questions.
You can start anywhere you want. If you
have a specific project or problem you need to address immediately by writing an SOP,
then by all means do that.
But if you’re like most organizations, your goal is to streamline an entire area or
organization. To do this, you really need to
take a more holistic approach. Starting with one task may box you in. In most situations
looking at the complete operational flow
(top-down approach) works best.
Having employees list or write down what
they do everyday is a useful task and
provides a good way to check that you’ve not forgotten anything, but don’t focus just
on one job title or person as a starting point.
Focusing on specific jobs prevents you from understanding how people interact and functional groups intersect, which is why so many
organizations become “siloed.” (NOTE: You can still group and report
information by Job or Position in Zavanta.)
Business process experts will tell you that serious breakdowns often
occur at the hand-off points, from one group to another. By providing
views across functional groups, you can address these issues and help
everyone understand how their role contributes to the whole.
It is MUCH easier to start with the big picture first and then systematically break the process into manageable building blocks. If
you follow this approach, you’ll end up with a more usable system.
You’ll be able to take any process and walk someone through it from
cradle-to-grave.
Operations Mapping is like “outlining” your operation. Just like we
learned in school, you don’t start an outline at the most detailed level, you start at the
top.
Unlike other approaches such as process
mapping, Operations Mapping also takes
the details into account. Some audiences
don’t need the details, but others do, especially those employees doing the
detailed work. And its at the detail level
where management often lacks visibility and where the wheels can fall off.
Operations Mapping, applied using the Zavanta tool, helps you map out the big
picture as well as the detail and LINK
Policy to Process to Procedure to Detailed
Tasks.
The amount of detail you include in your
policies and SOPs depends entirely on the goal you want to achieve. You should let the desired outcome drive that decision. If the person
performing the job needs the information in order to do the task error-
free and with minimal supervision, then your system should include
that information. If you want to standardize best practices from your star performer, then you should capture all the gottchas and lessons
learned. With a good system that provides all of this information, even
average performers can become stars.
Business Goals
Top-Down? How Much Detail?
Copyright © COMPROSE 2010 8
A good place to start is to ask: “What business are we in?
“How does our business work?” Hopefully you won’t get 15
different answers!
No matter what business you are in, you can depict it on a
single piece of paper by creating a process map or diagram
like those on the following pages. It doesn’t matter what
technique you use.
This exercise not only helps you define your process and
procedure structure, it will also help EVERYONE
understand the mission and how the organization works.
You have a bird’s eye view of your business on one sheet
of paper.
Taking the 10,000 foot view will help you prioritize and
decide what to work on first. This “one-pager” is a great
starting point for outlining all the actions (processes,
procedures, work instructions) that make up your
operational flow. It also helps you define your numbering
and naming scheme in Zavanta (more on this later).
How does our company work?
Main Customer-Centric Process Area Processes
Mission, What business are we in?
Area Processes
Area Processes
Breaks down into:
Infrastructure & Support
Processes
Typically, you’ll have one main customer-centric process that drives everything else.
That main process then breaks down into your core subprocesses and procedures. Each
process typically has associated Key Performance Indicators (KPI) that measure people
and process performance (call handling time, billing kick-back rate, product defects
rate, etc.)
In addition, you’ll have many support processes that map to departments such as
Information Technology, Human Resources, Finance, Compliance.
Think “big” but start small.
Copyright © COMPROSE 2010 9
Infrastructure & Support Processes & Procedures
HR / Training
Hire employees
Train employees
Keep Personnel Records
Evaluate performance
Provide salary and benefits
Contracts
Leadgen Process
G&A
Board of Directors
Legal
Trademarks
Community Relations
IT
Disaster Recovery
Technical Support
Internal Systems
Web Marketing System
CRM
1. Develop solutions for market needs.
2. Acquire prospects.
3. Perform sales process
4. Fill orders.
5. Provide product/service (Software, Services, Training)
6. Provide ongoing communication and support to customers.
7. Uncover unmet needs / new problems.
How Does COMPROSE Work?
Mission: We help organizations streamline operations and standardize employee train-ing by creating Process and SOP systems they can manage with and train from.
Finance
Invoicing
Cash Flow
Financial Reporting / Planning
Taxes
Sales Process
Order Fulfillment Process
Program Delivery Process
Main Customer-Centric Process
R&D Process
Customer Care Process
Subprocesses
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Infrastructure & Support Processes & Procedures
LOANS
Commercial
Ag
Real Estate
SBA
Floor Plan financing
Leasing
Consumer Loans
Secured, Unsecured
Auto loans
Debt consolidate
Personal
Mortgage Loans
Refi
Home Equity
Fixed
Interest only
Adj rate
Construction
VA Loans
Bridge Loans
Jumbo Loans
Trust
Portfolio Mgt
IRAs
Trust admin
Estates
Custodial accts
Property mgmt Personal Banking
Safety Deposit
Box
Wire Transfers
Credit Cards
Lines of credit
Debit Cards
Cash advances
Traveler’s checks
Internet banking
ATMs
Overdraft
Direct Deposit
Notary services
Cashiers checks
Escrow
Night Drop
Deposits
Checking accounts
Savings
CDs
IRAs/SEPs
Savings Bonds
HR / Training
Hire employees
Train employees
Keep Personnel
Records
Evaluate perform-
ance
Provide salary and
benefits
Handle resignations
Provide support
Compliance/Audit
CRA
US Patriot
RESPA
Home Mort
Disclosure Act
Fair Credit
Reporting
Treasury/Finance
Risk Management
Cash Management
Investment Portfolio
balancing
Marketing/Sales
Advertising
PR
Website
Business Dev.
Accounting / Book-
keeping
Selling Fed Funds
Admin
Statements,
notices
Check recon-
ciliation
CUSIP
IT
Online banking
Gen operations
Help Desk
Applications
QA
Teller Operations
Teller Start-up
Teller End of Day Procedure
Teller Audits
1. Make contact.
2. Assess needs.
3. Apply. (New Accounts)
4. Service.
5. Monitor.
6. Offer new options.
7. Close out account.
Business Banking
Checking accounts
Savings
CDs
Merchant Bank Card
UFIRST
Internet banking
Lending Admin/Reporting
Problem Loans
Reporting to the Board
How Does Our Bank Work?
Mission: Provide leading-edge products and services backed by highly-personalized customer service.
Kicks out to appropriate product.
Main Customer-Centric Process
Copyright © COMPROSE 2010 11
Infrastructure & Support Processes & Procedures
HR / Training
Hire employees
Train employees
Keep Personnel Records
Evaluate performance
Provide salary and benefits
R&D
Services
Development
Technology and
trends research
Leadgen Process
Ads, Seminars
Partners, etc.
G&A
Board of Directors
Legal
Internal IT
Disaster Recovery
Internal Systems
Certification
Technology
Partnerships
1. Prospect.
2. Assess needs.
3. Evaluate options
4. Recommend offering
5. Purchase, process order.
6. Provide support/services.
7. Uncover unmet customer needs /
new problems.
8. Develop new service offerings.
Mission: We help businesses improve their productivity through “smart” automation.
Finance
Payments & Collections
Invoicing
Cash Flow
Financial Reporting
Sales Process
Order Processing
Program Delivery
Help Desk
Network Administration
Managed Services
Web Automation
Business Continuity
Application Development
How Does Our IT Services Firm Work?
Main Customer-Centric Process
Copyright © COMPROSE 2010 12
Infrastructure & Support Processes & Procedures
Call Center Operations & Program
Management
Program A
Program B
HR / Training
Hire employees
Train employees
Keep Personnel
Records
Evaluate perform-
ance
Provide salary
and benefits
Compliance/Audit
HIPAA
NCQA
Finance
Marketing/Sales
Website
Public Seminars
Webinars
Direct Mail
Admin
IT
Call Center
Telephony
Help Desk
Applications
QA
1. Contact potential members.
2. Engage and enroll members.
3. Assign to Case Manager.
4. Create plan.
5. Perform follow up.
6. Monitor.
7. Graduate.
8. Provide “self-help” and other resources
Credentialing
How Does Our Healthcare Management Company Work?
Mission: Help clients navigate through the complexity of healthcare through innovative programs and use of preventative approaches.
Tools & Resources
Website
Corporate training and programs
Main Customer-Centric Process
Copyright © COMPROSE 2010 13
Copyright © COMPROSE 2010 14
The next page shows a picture of what you want to end up with — a “system”
that you can manage with, train from and that meets compliance.
The example is for banking, New Accounts. The picture illustrates how the
business goal is LINKED to Policy and to a Process that breaks down into
procedures and detailed tasks that roll back up to the top.
Operations Mapping can be used for ANY kind of process. We have had
customers systemize Accounting, Sales, Inventory Control, Project Cost
Estimating, Shipping, Opening a New Clinic, Equipment Maintenance, Disease
Management, Patient Check-in, Fraud Prevention, Claims Processing and
more.
Pick One Area / Process
Copyright © COMPROSE 2010 15
Here is one example, see Examples PDF for more