Process maps – their Preparation

1. Process maps – their Preparation

2. Why is data required for GPR? Understand the types of data relevant to the process Learn how to identify which data to collect Understand sampling and other data collection techniques What is a Government Process What is Process mapping High level Process mapping Flow – chartings/Activity level Process mapping Identifying problem/improvement areas Process mapping workshop Agenda

3. What is a Government 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 Process Policy development Trigger Value - Added Assessment Input Output Customer Service Order Fulfilment Application Procedure Citizen

4. Business system – A collection of processes • Business system is a collection of processes that take one or more inputs and create output that is of value to all stakeholders • Processes are the key to satisfying customers and stakeholders • Business processes move information and / or materials across several units and functions, to accomplish a specific end result

5. Government Processes – Unique Attributes • Processes are usually derived from the underlying set of laws and regulations • Compliance and control requirements are higher than in business processes, due to increased levels of accountability and need for transparency • Changing processes radically might take longer timeframe than in business processes, as it may require legal & regulatory changes

6. Why to collect data? • Data is used in process analysis • To quantify the problem at hand (“it takes too long for getting a passport” vs. “issuance of the passport takes 41 days on average”) • To identify which sub process is the least efficient • Shows bottlenecks, idle time, productive time • Use of Data in Monitoring & Evaluation • To identify the metrics to be monitored post implementation of GPR • Setting target metrics (“to-be” state) • To obtain baseline metrics (“as-is” state) • To measure and showcase project success (“Average time for passport issuance has come down from 41 days to 5 days”)

7. What do we want?

8. What is GPR? fundamental rethinking andradical redesign of government processes to achieve dramatic improvements in critical contemporary measures of performance such as COST, QUALITY, SERVICE AND SPEED. Based on definition of BPR by Hammer & Champy who coined the term “reengineering” in his 1990 HBR article

9. GPR – a simplified view 2010 Report on Business Process Re‐engineering for e‐Governance Projects, by Department of Administrative Reforms & Public Grievances

10. 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

11. Process Mapping – Understanding how things happen “actually” Why processes mapping? • Government service delivery evolves over time • First a good process is established for a small set-up; it is usually efficient and responsive • As the demand for the service grows, more people, functions and hierarchies are involved in a process • Government needs from time to time gradually change the process • Some changes are not always for the better • Everyone tries to do their best but the process evolves over a period of time to the current state (in some cases these are person-specific) • Rich experiences of people are lost when they leave the organization / function

12. Process Mapping – Understanding how things happen “actually” Objectives of Process Mapping • To understand “how do we actually work” as opposed to “how are we supposed to work” • To understand the four attributes of process: • Players • Process flow • Policies, Standards and Responsibilities • Phases with clear start & end-points and process time-lines • To identify the Critical to Process metrics • To identify “Quick Wins” in the process • To understand response time & cycle time • To determine process efficiency • Value-added activities • Non value-added activities • To estimate the cost of the process • The concept of waste

13. 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

14. Advantages of Process Mapping • Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the any work place, including: • Increases understanding of the work process • Provides understanding of resource allocation • Documents training procedures • Tracks workflow • Increases staff awareness

15. Types of Process Mapping • Process mapping can be done at various levels of detail • Value Stream Mapping • Mapping the entire value stream of the process on a single page • SIPOC Map • Mapping the key constituents of the process and their interactions • Flowcharting • Detailed activity / task level graphical representation of the process

16. Flowcharting: Mapping the process at an activity level • Document the processes in detail, based on process walkthrough • For graphical process flow mapping common symbols used are as follows Decision box Terminator Indicates the start or end of a process Indicates a decision (Yes/No) is being taken Process On page Used to specify any activity carried out Used to link within the page Off page Connector Documents Used to link from one page to another Used to specify standards & policies

17. There are additional flowcharting elements that can also be used if required Database Preparation Input / Output Manual Operation Wait / Delay Research Manual Input Forms Storage

18. Flow Diagrams “Draw a flowchart for whatever you do. Until you do, you do not know what you are doing, you just have a job.” -- Dr. W. Edwards Deming.

19. How to construct a flow chart • Determine the boundaries. • "What activity do I do first?", “What is the very last thing that happens?" • List the events. • Sequence the events. • Draw appropriate symbols. • Discuss the chart. • Test for completeness.

20. Facilitating Process Mapping 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

21. 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?

22. The process of ‘Process Mapping’ • Begin at the first step in the process • Develop the remaining steps in the process • What happens next & why • What decision (Yes / No) is taken • Add any Standards, Policies or Templates that are used • Enter the process step in the row of the player responsible for it • Flow to additional pages using the ‘Off Page’ connector if the entire process does not fit on the page • Add the end point of the process

23. Building a process map (1 of 3) • Get a cross-functional team of all front-line process players to participate • Discuss & define the start and end-points accurately • List all the players in field 1 • Start mapping the process activities one after the other clearly marking the flow of the activities with arrows in field 2 • What happens next? • Why? • Decisions (yes/ no, if possible) • Identify/ emphasize wait times • Ground rule – The activity is not an exception & occurs at least in 20% cases contd.

24. Building a process map (2 of 3) • Note down the relevant policies (rules governing the process activity), the standards (formats, templates used for the process activity) and any responsibility for the particular process activity in field 3 • Keep building the time-line in field 4 and finish with end-point; mark completion of any phase with distinct end-points • Allocate time for each process activity on the map • All team members must agree on time • Total the time of each activity • Do a reality check – does it make sense? • At the end of each phase, discuss & affix the appropriate process mapping notation contd.

25. Building a process map ( 3 of 3) • Discuss & map process PIEs • Locate process hand-offs & disconnects • Review the process map with peers, management and other players involved • Is the map a true reflection of the As Is process? • Are there additional issues?

26. Sample process map – Railway Reservation Ticket Booking Collect copies of all templates and standards for review

27. Supplementary Information to the flow chart • The following information should be documented along with the flow chart • Time taken for each step (including hands on time and wait time) • Process owner • Actors in the process, and their roles • Pre-conditions, if any (e.g. applicant should be an Indian, residing in the jurisdiction of the RPO etc) • Business Rules, if any (If a previous passport application was rejected, period of time for which the citizen has to wait till next application) • Alternate flows, if any

28. 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

29. Once the Flowchart has been made, we need to define the Problems, Issues and Expectations (PIE) with the process • Problems • Non-conformance to defined processes and procedures due to skill gaps, lack of common understanding, resource constraints, etc. • E.g. documentation not completed as per checklist • Issues • Systemic gaps where processes and procedures are not defined or are ill-defined • E.g. giving a loan to 5 family members • Expectations • Expectations that process owners, users and other stakeholders have from world-class best practices • E.g. loan should be given in 2 days

30. What to do with PIEs? PIE Grouping • After generating the PIEs for the process, they are logically grouped • The next step is to brain-storm ‘Quick Wins’ & change possibilities in the process • Key PIEs, especially related to process, are analyzed for root causes in the Analyze phase • Other PIEs are reviewed in the Improve phase to ensure that the new process addresses all or most of them

31. Sample Process Map with Problems, Issues & Expectations Absence of token system Physical presence required Check done at final stage Manual data entry

32. Exercise

33. Exercise: Draw a detailed activity level flowchart for your selected process • Rules • Select a process within your group • Use one of the processes which you have arrived at by service prioritization frame work • Document the process in activity-level detail using the provided template • Include the Phase, Players & Standard Documentation also • Identify the PIEs for the process • Document them as per the following slide format (on top of the process map) • Time Frame • 30 Minutes for the activity level flowcharting of an end-to-end process • 30 minutes for detailing the PIEs that relate to the process

34. END