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BVPS Partner Training Process Mapping

Packaged Services Benefit. Business Value Planning Services. BVPS Partner Training Process Mapping. Contents. Introduction to Business Process Improvement Overview of Current State Process Analysis Overview of Future State Process Design Summary. Level of Change Incremental Radical.

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BVPS Partner Training Process Mapping

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  1. PackagedServices Benefit Business Value Planning Services BVPS Partner TrainingProcess Mapping

  2. Contents • Introduction to Business Process Improvement • Overview of Current State Process Analysis • Overview of Future State Process Design • Summary

  3. Level of Change Incremental Radical Starting Point Existing Process Clean Slate Frequency of Change Continuous One-time Time Required Short Long Participation Bottom-Up Top-Down Typical Scope Narrow, Within Functions Broad, Cross-functional Risk Moderate High Primary Enabler Technology Technology Type of Change Cultural/Structural Cultural/Structural Degrees of Process Change Business Process Improvement Business Process Reengineering Davenport, T.H. (1993). Process Innovation, Harvard Business School Press, Boston, MA.

  4. Business Process Improvement Workflow

  5. Contents • Introduction to Business Process Improvement • Overview of Current State Process Analysis • Overview of Future State Process Design • Summary

  6. Current State Process Analysis Goal: To document, review, and analyze the way a given business process is currently performed in order to improve upon it Note: Current State = “As-Is”

  7. Current State Process Mapping and Analysis Current State Process Analysis occurs early in the Solution Workshop and serves as the basis for Future State Process Design and Business Case Development Current State Process Analysis

  8. Developing the Current State Process Map • During the Current State Process Mapping session with the CET, work as a group to develop the Current State process using the above sequence • Start your analysis at the 100,000’ level, and then repeat the process for the identified 50,000’ level diagrams as needed Identify Beginning and End of Process Associated With Pain Determine Key Process Participants Catalogue Key Activities Determine Work and Cycle Times Identify Decision Points in the Process Draw Process Map

  9. Process Mapping Level of Detail Detail Drill Down Example 100,000’ 1 100,000 ft. level • Very high level; provides a summary of a process at departmental level or above. Captures the major phases of a process. 50,000 ft. level • Medium detail level; breaks down a high-level process phase into more detailed process steps. • Division/Workgroup task level Ground level • Most detail • Captures process detail at sub-group or even individual level • Level only applicable to extremely high value sub-processes 2 3 4 50,000’ 2.2 2.3 2.4 2.1 2.5 2.6 Ground 2.1.2 2.1.5 2.1.7 2.1.3 2.1.4 2.1.1 2.1.6 2.1.8

  10. Process Mapping Best Practices • Try to keep diagrams as simple and clear as possible • Make sure to document the process as it actually is, not how it should be All process steps should start with a verb Text should be brief and to the point • All process diagrams should have an identifiable start and end point

  11. Process Mapping Shape Library Basic Process Diagram Shapes Additional Process Diagram Shapes Process Step Pre-Defined Process Data Manual Operation Decision Start Direct Data Internal Storage End Document 1a Manual Input Stored Data Off-PageConnector A On-PageConnector Do Not Feel Limited to These Shapes – Use As Many or As Few As You Like – Whatever Works Best For Your Process and Customer

  12. Step 1: Identify Beginning and End of Process Associated With Pain (Step 1) Start (Step X) End

  13. Step 2: Determine Key Process Participants Stakeholder 1 (Step 1) Start Stakeholder 2 Stakeholder 3 Stakeholder n (Step X) End

  14. Step 3: Document Key Process Steps Stakeholder 1 (Step 1) (Step X) Start Stakeholder 2 (Step 2) (Step 3) Stakeholder 3 (Step 4) Stakeholder n (Step X) End

  15. Step 4: Determine Work and Cycle Times and Other Relevant KPIs • Determine Work and Cycle Time for each step in the process • Most common KPIs • Work Time = Labor hours directly attributable to process step • Cycle Time = Elapsed time from step begin to step end • Additionally, identify any relevant Key Performance Indicators of the process. Examples could include: • Number of units processed daily / monthly / yearly by organization • Number of units processed per person • Cost to process unit or service • Customer or stakeholder satisfaction with process

  16. It Starts at Measurable Pains • Key Performance Indicators (KPIs) are measurable pains • Pains have no quantitative value if they cannot be measured Common Reasons For Pain KPIs Missed Deadlines Overflowing Pipeline Insufficient Staff Competition Budget Constraints Revenue Employee Utilization CustomerRetention Number of Customers Poor Cash Flow

  17. Step 4: Determine Work and Cycle Times and Relevant KPIs • KPI Performance: • - 15 units / day • 300 labor hours • 2 week cycle time • etc. Stakeholder 1 (Step 1) (Step X) Start Stakeholder 2 (Step 2) (Step 3) Stakeholder 3 Work Time: 3 hours Cycle Time: 2 days (Step 4) Stakeholder n Work Time:1 hour Cycle Time: 1 day (Step X) End

  18. Step 5: Identify Decision Points in the Process • KPI Performance: • - 15 units / day • 300 labor hours • 2 week cycle time • etc. Stakeholder 1 (Step 1) (Step X) ? Start Stakeholder 2 (Step 2) (Step 3) ? Stakeholder 3 Work Time: 3 hours Cycle Time: 2 days (Step 4) ? Stakeholder n Work Time:1 hour Cycle Time: 1 day (Step X) End

  19. Step 6: Complete Process Map • KPI Performance: • - 15 units / day • 300 labor hours • 2 week cycle time • etc. Stakeholder 1 N (Step 1) (Step X) ? Start N Y Stakeholder 2 (Step 2) (Step 3) ? N Stakeholder 3 Work Time: 3 hours Cycle Time: 2 days (Step 4) ? Y Stakeholder n Work Time:1 hour Cycle Time: 1 day (Step X) Y End

  20. Problem Identification and Analysis • Vet Current State Process Map with CET • Walkthrough the Map, identifying pains and problems • Build more detailed process maps where necessary to fully communicate pains • Fill out the following templates with the CET

  21. Problem Identification Template Facilitator to fill out based on group discussion – Basis for Current State Process Analysis Deliverable Component

  22. Current State Process Analysis Template Facilitator to fill out based on group discussion – Basis for Current State Process Analysis Deliverable Component

  23. Example Current State Process Diagram with Issues Identified Sample

  24. Today’s Agenda • Introduction to Business Process Improvement • Overview of Current State Process Analysis • Overview of Future State Process Design • Summary

  25. Future State Process Design Goal: To address key areas of improvement identified during the current state analysis using Office System Technology Note: Future State = “To-Be”

  26. Current State Process Mapping and Analysis Future State Process Design Future State Process Design occurs later in the Workshop and builds upon findings from the Current State Analysis

  27. Solution Identification Template Facilitator to fill out based on group discussion. Basis for Future State Process Analysis Deliverable Component

  28. Solution Statement Guidance • Good Solution Statement • “Develop a process where patient information is collected once and can be readily accessed throughout patient stay in the ER.” • Poor Solution Statement • “Use InfoPath to create an automated form.”

  29. Solution Summary Matrix Template

  30. Prioritization Matrix Template High 5 Shared calendaring / presence awareness to determine resource availability (Exchange Server 2010) Searchable employee profiles, skill-sets, and contact information (SharePoint Server 2010) • Searchable, collaborative document repository and storage • (SharePoint Server 2010) Level Of Complexity 3 Improved ability to track changes, compare, and integrate document versions (Word 2010) Low 1 5 1 3 High Low Value to Business

  31. Develop the To-Be Process Map • As with the Current State process development, repeat the above 6-step process for the To-Be Process design, starting at the 100,000’ level, and then repeating the process for the identified 50,000’ level diagrams • Fill out the templates on the following slides during or after the discussion Identify Beginning and End of Process Associated With Pain Determine Key Process Participants Catalogue Key Activities Determine Work and Cycle Times Identify Decision Points in the Process Draw Process Map

  32. Future State Process Analysis

  33. Anticipated Benefits - Process

  34. Sample To-Be Process Diagram Sample

  35. Today’s Agenda • Introduction to Business Process Improvement • Overview of Current State Process Analysis • Overview of Future State Process Design • Summary

  36. Summary • Tailor the complexity of your process maps to your client’s needs/expectations • Use a level of detail necessary to fully communicate process pains, or process improvement benefits • Get consensus for the process maps early – Don’t Procrastinate! • For more information and detail, visit www.microsoftbvps.com

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