Systems Analysis: A Primer and Three Useful Tools for Behavior Analysts

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Systems Analysis A Primer and Three Useful Tools
for Behavior Analysts

• Joseph R. Sasson, Ph.D.
• Learning Systems Institute
• Florida State University
• May 30, 2004

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Overview

• Overview of the Systems Perspective
• Rummler Brache model (Three levels)
• Organization Level
• Super-system Map
• Process Level
• Process Mapping
• Job/Performer Level
• Human Performance System

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Systems Perspective

• Systems Perspective

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Key SystemsConcepts

• System
• A group of interacting, interrelated, or
  interdependent elements forming a complex whole.
• Interdependency
• Each part of a system is affected by, or depends
  on, the other parts of the system.
• Alignment
• The process of adjusting parts so that they are
  in proper relative position.
• Holistic View
• Emphasizing the importance of the whole and the
  interdependence of its parts.
• Concerned with wholes rather than analysis or
  separation into parts.

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Total PerformanceSystem
GOAL What is the overall goal (or mission) of
the system?
PROCESSING SYSTEM
RECEIVING SYSTEM
INPUTS
OUTPUTS
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Three LevelsFramework

• Three
• Levels Framework

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Rummler and Braches (1995) ThreeLevels of
Performance
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Three PerformanceNeeds
Design
Management
Goals
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The Nine PerformanceVariables
Goals
Design
Management
Org.
Process
Job/ Performer
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Why examine all 3 levels of performance?

• While some problems can be solved at the
  individual level, many cannot.
• Disconnects between departments
• Misalignment of goals
• Redundant process steps which are costly
• Problems at higher levels of performance often
  have larger effects on the organization as a
  whole.

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Organization Level

• Organization Level

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An Organization
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Total PerformanceSystem
GOAL What is the overall goal (or mission) of
the system?
PROCESSING SYSTEM
RECEIVING SYSTEM
INPUTS
OUTPUTS
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Super-system Map
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Process Level

• Process Level

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An Organization
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The Process Level
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Why should we look at theprocess level?

• Processes are how the work gets done in an
  organization
• It is nearly impossible to achieve optimum
  performance with flawed processes
• We often blame workers for process issues that
  they have no control over
• Focusing on processes provides a focus for
  production and quality improvement

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What is processmapping?

• Process mapping is visually representing the
  steps of a process.
• Process Maps
• Range from very simple to extremely complex.
• Show when handoffs are made between functional
  units (I.e RD, Sales, Manufacturing)
• Can be analyzed to identify redundant steps,
  missing steps, and rework feedback loops.
• Can be used to determine the critical metrics of
  a process

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Creating a Process Map
Creating aProcess map
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Createan IS map
Creating an IS map is diagramming the
current process as it exists today.

• To diagram the process you should
• Identify the product or service
• Identify all of the people involved
• Hold focus groups with people in the process
• Put everyone involved in the process in the same
  room and have them walk through the process step
  by step
• Draw the process as they describe it
• Make sure that everyone agrees that the IS map
  is a correct picture of the current process

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Creating a ProcessMap
The business units or individuals involved are
given their own swim lane
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Creating a ProcessMap
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Creating a ProcessMap
Verb
Handoffs are shown by drawing a line to the next
step, which occurs in a different swim lane
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Creating a ProcessMap
Verb
If the step is very complex, it may be considered
a procedure. A second procedure map can be
created to show the flow of work in that process
step. A procedure map can be drawn as a regular
flowchart without swim lanes, since it all occurs
in the same swim lane.
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Creating a ProcessMap
Verb
No
Next Step (Verb)
Yes
Next Step (Verb)
Decision points are represented with a diamond
shape and have an output for each decision.
Decisions are usually represented as simple Yes
or No decisions.
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Creating a ProcessMap
Verb
Yes
Next Step (Verb)
There are also other shapes that are widely
accepted by industry. Any industry specific
process mapping program will provide these shapes
for you, but the essentials are presented here.
Database
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Analysis Process Analysis and Improvement
Problems in Procedure Within Process Steps
Missing Steps
Problems in Hand-Offs Between Steps
Unnecessary Steps
To move ahead, press the Spacebar
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Create a SHOULD map/ Implement changes
Creating a SHOULD map is diagramming the
process as it should be.

• Evaluate all of your opportunities for
  improvement
• Diagram the new process taking into account new
  equipment, role reassignments, and streamlining
  opportunities
• Train employees in the new process and implement
  the various performance improvement interventions
• Evaluate effectiveness and modify as necessary

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Job/PerformerLevel

• Job/Performer Level

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The Job/PerformerLevel
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Human Performance SystemRummler Brache, 1995
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Questions?
Thank Youjsasson_at_lpg.fsu.edu
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