pmap essentials

7/28/2019 PMap Essentials

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Essentials of Process MappingUnderstanding How Work Happens

Copyright 2011 Orion Development Group. rev2.0 09/11

Your Instructor: Bob BoehringerVP: Process Management

Orion Development Group

[email protected]

203 952-6495 cell

800 510-2117 land


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Moderated by: Donna VanRooy,

Director, Professional DevelopmentBaldwin-Wallace College

Professional Development is an extension

of the Business Division, partnering withleaders to support learning and

performance.

www.bw.edu/cpd


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100+ days custom training each yearProviding right information at the right time to

improve performance

40+ public courses each

yearProject Management -

Leadership - Business

Analysis - Process

Improvement &Innovation

Leading provider of training solutions


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Upcoming Webinars

Ignite Creative Thinking SkillsOctober 5, 2011, 12pm EST

Project Management Maturity 101November 4, 12pm EST

bw.edu/cpd


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Upcoming Courses

Lean Six Sigma Yellow Belt

September 20-21, 2011

Process Mapping and Modeling

September 29-30, 2011


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Your Screen

Viewer window

Control panel


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Webinar Functionality

Open and close your Panel

View, Select, and Test youraudio

Submit text questions, respond

to questions from the presenter Raise your hand

Q&A addressed at the end oftodays session


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Essentials of Process MappingUnderstanding How Work Happens

Copyright 2011 Orion Development Group. rev2.0 09/11

Your Instructor: Bob BoehringerVP: Process Management

Orion Development Group

[email protected]

203 952-6495 cell

800 510-2117 land


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Either you manage the process

or it manages you.

Managing Processes for Operational Excellence

You do have a choice!

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Question: How would you rate your proficiency withProcess Mapping Tools and Techniques?

5 Grand master: Should be teaching the webinar

4 Experienced: Conducted mapping sessions

3 Intermediate: Participated in mapping exercises

2 Novice: Have attended training, but .

1 Clueless: Someone else signed me up

Managing Processes for Operational Excellence

2a


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Do you ever find yourself side stepping issues

2b


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J ust doing what you are told to do?

2c


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Cutting corners to make things work?

2d


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Traditional Management: Stop Gap

Inputs Processes Outputs

Gap

Organization is unconcerned with process until result is bad

Closed?

Organization encourages putting out the flame

Gap? ?

Feedback

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Failure: 1% 5% 10%35%$$$

Process Mapping Defines The Box

!

OutputsProcessesInputs

Gap

Where is the fuel that feeds the fire? 4


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Inputs: ______________________________ Output:____________________

Operation

Transport

Inspection

Delay

Rework

Stora

ge

Elaps

e

Tim

e

Step

Flow Process Chart

Process:________________ Date:_______ CompletedBy:____________

ActivityDescription

Steps:

Time:

Operation-whensomethingisbeingchanged,addedtoorcreated.

Transportation-whenapersonormaterialmoves.

Delay-whenanobjectisinterruptedinitsflow.

Inspection-whensomethingischeckedorverified,butnotchanged.

Rework-anoperationoractivitythatmustbedoneoveragain.Addscosts,notvalue.

Storage-whenanobjectremainsinoneplaceforwaitingforactiontobetaken.

Totals:

ACTIVITY CHART

Primary Objective: Visually display what happens in a process

FeedBackLoop

CustomerGap

Analysis

FeedBackLoop

SupplierGap

Analysis

FeedForwardLoop

FeedForwardLoop

Inputs

Output

Suppliers

Customer

System MapObjective:

SYSTEM MAP

Process Mapping: The Toolkit

WORKFLOW DIAGRAM

Start

End

Supplier

Dept1

Dept2

Dept3

Dept4

Customer

CROSS-FUNCTIONAL FLOWCHART

Step 1 Step 4Step 3Step 2

1a. Firstsubstep

1b. Second substep

1c. Third substep

1d. Fouth Substep

1e. Fifth Substep

4a. Firstsubstep

4b. Second substep

4c. Third substep

4d. Fouth Substep

4e. Fifth Substep

3a. Firstsubstep

3b. Second substep

3c. Third substep

3d. Fouth Substep

3e. Fifth Substep

2a. Firstsubstep

2b. Second substep

2c. Third substep

2d. Fouth Substep

2e. Fifth Substep

TOP DOWN FLOW CHART

Start ? End

End

Y

N

BLOCK/LOGIC DIAGRAM

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Process Mapping: What chart type?

Three Questions To Answer . . .When Selecting Chart Format:

1. Audience

2. Intent:

3. Gap

D.R.I.V.E.

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Process Mapping: What is your intent?

1. Diagnose what is wrong

2. Regulatory compliance

3. Improve existing process performance

4. Value / cost analysis

5. Education / training documentation

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Process Mapping: What is your intent?

1. Diagnose what is wrong

2. Regulatory compliance

3. Improve existing process performance

4. Value / cost analysis

5. Education / training documentation

Question: Are you planning on . . .

7a


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Process Mapping: What chart type?

Three Questions To Answer . . .

When Selecting Chart Format:

1. Audience

2. Intent

3. Gap

Too Expensive: Show me the money

Too Slow: ID Bottlenecks

Handoff Issues: ID Who is doing what

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Inside The Black Box

What We Think Happens...

What it Could Be...

What Really Happens

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Don't get lost in the nomenclature . . .Select, educate and use whatever works best.

A

B

Start/Stop

Operation

Decision

Flowline

Sub-Process

Connector on page

Connector off page

Some Process Charting Symbols

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Macro

Step #1

Macro

Step #2

Macro

Step #3

Macro

Step #4

Macro

Step #5

ObjectiveProvides a macro account of the primary or event driven process stepsProvides a detailed decomposition of process sub-steps

a. Activity 1

b. Activity 2

c. Activity 3

d. Activity 4

a. Activity 1

b. Activity 2

c. Activity 3

a. Activity 1

b. Activity 2

c. Activity 3

d. Activity 4

e. Activity 5

f. Activity 6

a. Activity 1

b. Activity 2

c. Activity 3

d. Activity 4

a. Activity 1

b. Activity 2

Top-Down Flow Chart

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Building the Top Down Flowchart

Step 1: PrepareBid Package

Step 2: Send outBid Package

Step 3: Follow upw/Potential Vendors

Step 4: Select aPreferred Vendor

Step 5: TermsNegotiated

a. Get specs

b. Develop listof potentialvendors

c. Prescreenvendors forcredit ratingand pastperformance

d. Call vendorsto assessinterest

a. Fill out bidcomparisonmatrix

b. Send out bidrequests via

registeredmail

a. Contactvendors thathave notresponded

b. Call vendors

to discussbids

c. Complete bid

comparisonmatrix

a. Reviewvendor dataw/operationsto validateselection

b. Contactvendors withbid results

a. Negotiatepricing,quantities,delivery andterms

b. Send toLegal Dept.for finalapproval

c. Notify A/P ofvendor infoand terms

Process Name: Vendor Selection Process

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Procedure:1st: Define your starting and stopping points.2nd: Define the milestones (the whats)

3rd

: Complete your drill down (the hows)


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Questions:

1. For whom is this chart intended?2. What are the limitations of this chart?

3.0 TakeOffandClimb

1.Parkingbrake off.

2.Mixtures forward.

3.

Propellers

forward.4.Throttles forward.

5.Accelerateto 90MPH(priortoclimb).

6.Landinggearretract.

7.Accelerateto 112MPH.

8.Flaps retracted.

9.Climbpower set(atapprox.400AGL).

10.Cowl

flaps

set.

1.0 StartingEngines

1.Masterswitch on.

2.Gearlights checkgreen.

3.

Fuel

quantity

check

gauge.4.Cowlflaps open.

5.Trimtabs set.

6.Throttles open1/2inch.

7.Propellercontrols forward.

8.Mixtures rich.

9.Electricfuelpumps on.

10.Mixtures

idle

cut

off.

11.Magnetoswitches on.

12.Propellers clear.

13.Starters engage.

14.Mixtures advance.

15.Oil,fuelpressure check.

2.0 WarmUp

1.Parkingbrake on.

2.Enginerunup:

a)

Mixture

controls

forward.b)Propellercontrols forward.

c)Throttlecontrols forward(1500rpm).

d)Propellercontrols exercise.

e)Throttlecontrols forward(2200rpm).

f)Magnetos check.

3.Enginegauges checkgreen.

4.Lights(asrequired) on.

5.Pitot

heat

(as

required)

on.

6.Transponder standby.

7.Flaps set.

8.Gyropressure 4.8to5.1in.Hg.

9.DirectionalGyro set.

10.Turn&Bankindicator operating.

11.Altimeter set.

12.Clock wind&set.

13.Generators on.

14.Electricfuelpumps on.

15.Door locked.

Example: Private Pilots Checklist

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Exercise: Top-Down Flowchart

Process Name:Your Morning Ritual

Wake Up Arrive atwork???

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2.0 ??? 3.0 ??? 4.0 ??? 5.0 ???

Just do the milestonesfirst, dont worry about

the dril l down!


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Process Name: My Morning Ritual

1.0 WakeUp

5.0 ArriveAt Work

Bobs Morning Ritual

2.0 WashUp

1.1 Hit snooze alarm

1.2 Open one eyelid

1.3 Get up

1.4 Stumble to

bathroom

1.5 Start shower

1.6 Let warm up

1.7 Get into shower

3.0 GetDressed

4.0 Travel

3.1 Hang up towel

3.2 Put on clothes

3.3 Put on shoes

3.4 Check mirror

3.5 Kiss wife gbye

2.1 Rinse body

2.2 Wash hair

2.3 Wash Body

2.4 Shave face

2.5 Finish shower

2.6 Dry off

2.7 Brush teeth

2.8 Do hair

4.1 Make travel cup

4.2 Leave house

4.3 Get into car

4.4 Drive to work

4.5 Park car

5.1 Walk to desk

5.2 Drop off bag

5.3 Make cup of tea

5.4 Check email

KEY LEARNING:

Dont have too many steps at the highest level combine so that there are maybe 5 to 8 steps at the top.One benefit of Top-Down Flow Chart is the hierarchicalview of process steps and ability to see a big picture.

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# of Process Milestones

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Question:

How many milestones do you have in your morning ritual?

Note: Please include your starting and stopping steps?

1. 4 steps

2. 5 steps3. 6 steps

4. 7 steps

5. > 7 steps


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# of Process Milestones

10

9

8

7

65

4

32

1

X

X

XXX

XXXXXXXX

XXXXX

X

Why the difference?

1. Process

2. Detail

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What is the right level of detail?

If you are doing it Diagnostics?

* To ID root cause

If you are doing it Compliance?

* To satisfy regulators needs

If you are doing it Training?

* To ensure process participants can createconsistent outcomes

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Supplier

Dept. 1

Dept. 2

Dept. 3

Customer

Start

End

End

ObjectiveProvide a cross-functional account of process steps and/or actionstaken over time

Cross-Functional Flowchart

Two Types of Handoff Failures: 1. Communication

2. Prioritization

Double the chance

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NewYork

Idaho

Ohio

Different

Locations

Milestone Phases

Outside

vs. Inside

Span of

Control

Example: Cross-Functional Flowchart

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Process Name: New Product Development

Process Milestones

Gateway Documents

Key Decisions

Example: Adding Gateway Documents

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Process Name: Accounts PayableMilestones

Adding Data storage and Timeframes

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l i l


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Process Name: Payroll ProcessElapse

Time

Column

Connectors

Players

Example: Gravity Flow

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E l R ibili Ch


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Example: Responsibility Chart

Observations:1. Enhances value of Top Down Flowchart to inc lude: who is involved and in what capacity: = Responsible for transaction = Involved with transaction

2. Can be expanded into a RACI: Responsible, Accountable, Consulted & Informed diagram

3. Can add Top-Down Flow Chart or t ime/cost information under Block Diagram

4. Shows when no one or too many are in charge yielding a leadership vacuum

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Wh t U E h Ch t


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When to Use Each Chart

Chart Type: Why Use This Tool: Advantages: Watch Outs:

1. Top Down Flow Chart * Macro overview of

process events or

milestones combined withdetailed sub steps.

* Quick reference checklist.

* Use as a process training

aid or Process Table of

Contents.

+ Easy to create.

+ Good first chart to make.

+ Links System Map withmore complex flowcharts.

Serves as a bridging

document.

+ Focuses solely on WHAT,

not who

Does not show:

- Who does what when.

- Activity processing orcycle time.

- Non-valued added steps.

- Process Logic or what

if paths

2. Cross FunctionalFlow Chart

* Shows who does what.* Focuses on the handoffs.

* Can show: human to

database interfaces &

database-to-database

interactions.

+ Shows: who, what, when.+ Facilitates organizational

cross- functional

awareness.

+ Helps define handoff

failures that result in

operational deployment

failures.

- If emotional baggageexists amongst the

process participants,

swim lane definition may

surface turf issues.

- Minimize use of logic

branches to keep chart

clutter to a minimum.

Step 1 Step 4Step 3Step 2

1a. First substep

1b. Second substep

1c. Third substep

1d. Fouth Substep

1e. Fifth Substep

4a. First substep

4b. Second substep

4c. Third substep

4d. Fouth Substep

4e. Fifth Substep

3a. Firstsubstep

3b. Second substep

3c. Third substep

3d. Fouth Substep

3e. Fifth Substep

2a. Firstsubstep

2b. Second substep

2c. Third substep

2d. Fouth Substep

2e. Fifth Substep

Start

End

Supplier

Dept1

Dept2

Dept3

Dept4

Customer

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Ke Lessons


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Key Questions To Answer

Which chart should you use first?

Which is the best flowchart for Analysis? Orientation? Teaching?

What is the appropriate level of detail? (How deep do you drill?)

Key Lessons

9 Never deeper than you need to.9 Cover 80% of the situations.9You can dig deeper later into selected sub-processes.

9 It depends on the audience and the gap being investigated.

9 For supervisors, the cross-functional diagram for handoff gaps.9 For orientation or teaching, Top Down, but others are good too.

9Top-down flowchart or Systems Map

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Charting Tips


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Three questions to answer regarding chart format selection9 Audience? Intent? Gap?

Start with a Top Down Flowchart after completing your Systems Map.

Do not assume your audience shares the same common sense

Place a clear title block in upper corner and include it9 Participant names, date, location remember the team

Make the chart consumable

Charting Tips

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Resources


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Resources

www.odgroup.com/resources.asp

Articles Downloads and Videos

Links

Questions:

Bob [email protected]

203 952-6495 cell

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