Mapss Process Mapping Course

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


Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications

Module 1 Module 3 Module 4Module 2

Practical 1 Practical 3

Practical 2



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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


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



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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


Is TVplugged in?

Plug in TV

No

Is picturegood?

Call TV repairman


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



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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



Tools &Techniques

Tools &Techniques

BuildingProcess

Maps

BuildingProcess

MapsUses &

Applications

Uses &Applications



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


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


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.

Mapss Process Mapping Course

Documents

Transcript of Mapss Process Mapping Course