Process Mapping Training Workshop

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Process Mapping TrainingWorkshop
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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.

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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

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Introductions

• Name
• Where you work
• Current Role
• Your view of Process Mapping
• Expectations

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AgendaMorning

• 0930 1000 Workshop opening Introductions
• 1000 1100 Module 1
• 1100 1115 Break
• 1115 1245 Module 2
• 1245 1300 Summary
• 1300 1400 Lunch

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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.

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The project plan
Phase 2
Phase 1
Obtain funding agree PID
Agree standard symbols
Refine manual
Prepare manual
Prepare process maps
Prepare process maps
Training Day
Training Day
Explore repository options
Develop preferred option for repository
Mar
Oct
Nov
Dec
Jan
Feb
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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

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Course Outline
Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 3
Practical 1
Practical 2
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Module 1Introduction to Process Mapping
Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 3
Practical 1
Practical 2
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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

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Functional View v Process View
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Problems with Functional working

• Bottlenecks
• Repetition
• Bureaucracy
• No ownership
• Management frustration
• Too many steps
• Customer forgotten
• Opportunities for error or even corruption

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From Functional to Process View

• Successful re-engineering requires a shift from
  function to process

Stage 1
Stage 2
Stage 3
Customers
Receiving
Purchasing
Receiving
Payment
Purchasing
Payment
Requisition to Payment
Contact to Cash
Recruit to Retire
Functions drive the business
Processes are acknowledged, but Functions dominate
Processes drive the business
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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

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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 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

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Advantages of Process Mapping
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

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The Process Framework
Continuous Improvement
TO-BE Design
Identify and understand Best Practices
AS-IS Design
Analyse Evaluate
Implementation
APPROACHES
BT
BPI
BPR
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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.

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Process mapping symbols
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Required information for process mapping

• We need to understand the following in order
  to process map

RESPONSIBILITIES ACTIVITIES INPUTS The key
responsibilities of The key activities of
The main sources of the process area the
process area data input for each activity
OUTPUTS CUSTOMERS PIs VOLUMES The key
Recipients of the Key
Performance Indicators Key volumes related
to deliverables 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
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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

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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?

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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

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Module 2Process Mapping Tools Techniques
Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 3
Practical 1
Practical 2
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As-Is Process Design
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Modeling Techniques for As-Is Process Design

• Workflow and Process Dependency Modelling
• Flowcharting
• Cross-Functional Flowcharts

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Workflow/Dependency Diagram
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Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 3
Practical 2
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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
• Dont afraid to be descriptive
• Keep to high level activities/processes
• Add the boxes in the appropriate columns and
  flows between them

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Case Management Process1st Draft
Statement of Need
Statement of Services to meet
Care
need
Screen
Planning
Contact
Statement of services
arranged
Unmet needs
Care Plan
Fixed criteria
Arrange
Referral
Services
service
Initial
Emergency
EVENT
Ongoing
Services
Provider
Assessment
Service
case-work
Monitor
Provided
intervention
Services
Full
Purchaser
Assessment
Monitor
Services
Review
END
Needs
SERVICE
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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.

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Flowcharts
Start/End
Decision
Activity
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Cross-Functional Flowcharts - Swim Lanes
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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)

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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

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Process mapping DOs and DONTs

• 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

• DONT map the process as you think it happens or
  as you think it ought to happen
• DONT restrict your process map to the activities
  in your own department
• DONT work in a vacuum
• DONT attempt to process map before you identify
  a beginning and an end
• DONT get bogged down with too much detail
• DONT struggle on your own

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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

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Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 3
Practical 1
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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

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A basic process mapping example - sending a fax -
Example answer
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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

PIs

• Advantages of using Metrics
• Illustrates contribution or non-contribution of
  the activity
• Shows bottlenecks, idle time, productive time
• Basis for measuring success

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Adding Metrics - an example

• An Insurance Companys Metrics for their Claims
  Process
• Analyse the results

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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

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AgendaAfternoon

• 1400 1430 Introduction to module 3
• 1430 - 1530 case study
• 1530 1545 Break
• 1545 1615 case study continued
• 1615 1640 Module 4
• 1640 1700 Summary and Next Steps

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Module 3Building Process Maps
Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 1
Practical 3
Practical 2
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Using Microsoft VISIO 2000

• An automated process mapping tool
• Templates
• Basic Flowcharts
• Cross-Functional Diagram (Swim Lanes)
• Cause Effect Diagram (Fishbone)
• Use Help files

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Visio - Cross-Functional Flowchart Template
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Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 1
Practical 2
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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

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Using VISIO 2000

• Use the process you have mapped by hand
• Transfer this process into a Visio document
• Use the Cross-Functional Flowchart template

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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

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Module 4Uses and Applications of Process Maps
Module 1
Module 3
Module 4
Module 2
Introduction to Process Mapping
Tools Techniques
Building Process Maps
Uses Applications
Practical 3
Practical 1
Practical 2
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Identify opportunities for improvement
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

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Identify opportunities for improvementProcess
opportunities
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
• Why-Why Diagram
• Cause and Effect Diagram
• Critical Analysis

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Value Chain Analysis
Real value added (RAV)
The value that is added to the required
deliverable by each stage of the process.
Business value added (BAV)
Non value added (NAV)

• 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

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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?
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Why-Why Diagram
Why?
Why?
Why?
Why?
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Cause and Effect Diagram
Effect, Problem or Objective
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Critical Analysis
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Visio - Fishbone Diagrams
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To-Be Design
Customer Needs Wants
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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

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Identify opportunities for improvementTechnology
opportunities and issues
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

• 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.)

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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

Prioritised suggestions for improvement
x
x
x
x
Importance
x
x
x
x
x
x
Ease of implementation
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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

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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.