analyzing your business processes and documenting procedures greg verret unc charlotte
TRANSCRIPT
![Page 1: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/1.jpg)
Analyzing Your Business Processes and Documenting Procedures
Greg VerretUNC Charlotte
![Page 2: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/2.jpg)
2
Session Etiquette
• Please turn off all cell phones.
• Please keep side conversations to a minimum.
• If you must leave during the presentation, please do so as quietly as possible.
• Thank you for your cooperation!
![Page 3: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/3.jpg)
3
Agenda
1. Process Analysis
2. Documentation (a.k.a – “procedures”)
3. Wrap-up
![Page 4: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/4.jpg)
4
Module 1:
Process AnalysisUnderstanding and Defining Your Business
![Page 5: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/5.jpg)
5
What is “Process Analysis”?
• Review of the existing business functions, activities, and tasks that enable the execution of your department’s operations
• Identifies key inputs, outputs, dependencies and hand-offs• Enables continuous improvement• Not just process mapping• Usually confused with procedures• Often is missing
![Page 6: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/6.jpg)
6
Process vs. Procedure
Process ≠ Procedure
A process consists of the underlying functions, activities and tasks your organization must perform to fulfill its mission.
What are you in the business of doing?
A procedure refers to documented instructions used by your personnel to perform the actions required to operate your business processes.
How do I do it?
![Page 7: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/7.jpg)
7
Terminology
• Process Function: A group of related activities or tasks that accomplish a specific objective.
• Activity: A component within a process function; usually represents a collection of related tasks.
• Task: A component within an activity; usually represents a specific action to be performed by a specific individual.
Once we’ve defined our process….• Procedure: A documented set of instructions used to guide
personnel in performing the related activities and tasks within a process.
![Page 8: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/8.jpg)
8
Business Process Breakdown
Adapted from the Business Process Management Institute, “Analyzing the ‘As-Is’ Process”.
![Page 9: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/9.jpg)
9
Business Process Breakdown (continued)
![Page 10: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/10.jpg)
10
Business Process Breakdown Example
• This is the “50,000-foot” view• Each green box represents a process function, with sub-processes listed below
![Page 11: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/11.jpg)
11
Business Process Breakdown Example (continued)
![Page 12: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/12.jpg)
12
Key Points
• Process ≠ Procedures• You must first define and organize your business into process
functions (“50,000-foot view”)• Then, drill-down into each process function and identify the
underlying sub-processes/activities/tasks that occur (“5,000 foot view” and below).
• Meet in a room with a whiteboard and map it out (Microsoft Visio is also helpful)
• Try to keep it simple – only include as much detail as you need to identify the key actions/tasks
![Page 13: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/13.jpg)
13
Module 2:
Process Documentation BasicsSuggestions on How to Develop and Maintain
Procedure Documentation
![Page 14: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/14.jpg)
14
Why document procedures?
• Minimize operational ambiguity• Drive consistency and compliance• Help ensure continuity of operations• Serves as a training tool• Enables continuous improvement• Identifies value added and non-value added tasks• Identifies design inefficiencies/gaps• Identifies internal controls (auditors will ask and test)• Enables deeper understanding of how processes relate
![Page 15: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/15.jpg)
15
What should “procedures” look like?
• Title• Ownership of activity/task (e.g.--Department/Office)• Goal/objective of the activities and tasks described in the procedure• How often is the activity performed?• Step by step (task)• How to do it = procedure• Define your terms and acronyms• Include links to documents, laws, policies, other documents
What to do Who does it How to do it Reference
![Page 16: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/16.jpg)
16
Procedure Template
![Page 17: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/17.jpg)
17
Maintain Procedures
• Organize your procedures– Follow the same structure as process functions– Develop a basic index or outline– Store files centrally to ensure accessibility
• Review and approve regularly– Implement periodic routines for the review, update and approval of procedure
documentation (annually, quarterly, etc.)– Managers can delegate the task of updating procedures, but should not delegate
approval– Senior management should emphasize importance
![Page 18: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/18.jpg)
18
Index Example
![Page 19: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/19.jpg)
19
How to get started
Analyze your Business• I
dentify core process functions (the “big rocks”)
• Drill-down into process functions to identify activities (do this with subject-matter experts)
• Then drill-down into activities to identify tasks
Organize and Document• I
nventory existing process documentation and its status
• Organize into a master index or outline
• Develop a standard template for documentation and distribute
• Set a due-date for documentation to be completed
Maintain and Update• E
stablish a periodic routine for managers to update, review and approve procedures
• Clearly communicate expectation throughout organization
![Page 20: Analyzing Your Business Processes and Documenting Procedures Greg Verret UNC Charlotte](https://reader030.vdocument.in/reader030/viewer/2022032600/56649dce5503460f94ac18a9/html5/thumbnails/20.jpg)
Questions?