Process Mapping

1. Process Mapping John R. Grout Berry College Campbell School of Business Mount Berry, Georgia 30149-5024 jgrout@campbell.berry.edu Voice: (706) 238-7877 Fax: (706) 238-7854

2. Outline • Processes • Intro to process mapping • Why process mapping? • Process Attributes • Design emphasis • Process FMEA prerequisite • Complexity or difficulty • Who manages the process? • Caveats • More on process mapping

3. A definition of “process” • “A collection of interrelated work tasks, • Initiated in response to an event • Achieving a specific result for the customer and other stakeholders of the process.” Source: Sharp and Mc Dermott Workflow Modeling 2001

4. Processes • Customer = recipient or beneficiary of result produced by the process. • Interrelated = the completion of one task initiates the next task in the process. • A triggering event, which involves the customer, marks the start of the process. • Achieving the specific result for the customer marks the end of the process.

5. Processes are supported by enablers • Workflow design • Information technology • Motivation and measurement • Human resources • Policies and rules • Facilities

6. Sub-processes • A process can be made up of processes, often called sub-processes • Defining “the process” and its boundaries depends on your perspective • The event that initiates a process could be part of a larger process.

7. Process vs. Task • Everyday usage: no universal distinction • For our purposes: • Processes involve more than one person, coordinated effort is required. • Tasks involve one person Theory of ones: Every process must be justified -- why can’t the result be achieved in one activity, by one person, at one time? Source: Harrington, Business Process Improvement Workbook

8. Process maps • A graphical presentation that document the tasks and other aspects of processes • Familiar version know as flow charting • Numerous formats or approaches exist • 2 versions of a process map are common: • As-is: the current state of the process • To-be: the goal state of the process • Widely used. Not widely researched.

9. Process Mapping Basics • Arrows and Icons • Lots of approaches • Best for Medicine? consult consult consult consult appt Mammo gram Phys- ical Patient General Practitioner appt Phys- ical consult Rec’v Radiology send Mammo gram Dev- elop appt appt Consult Sched/ orders Surgeon Sched/ orders Hospital Error #1 Pathology Radiological Oncologist Consult Medical Oncologist Consult Physical therapist

10. Likely results of process mapping • Increased understanding of process, • Increase consensus about the process, • Increased visibility into the process. Those who assume they know the process, without having mapped it, will probably find surprises when they map the process.

11. Dimensions of process mapping approaches • Level of detail • Multi layered (Nested or Hierarchical?) • Multiple types of flows • Shows hand-offs (organizational structure) • Icons • Logical operators • Flow time • User support information

12. Identifying risks and hazards:Caveats • “In some cases, it is easier for customers to define the business process because they are the only one who see it all.” (Sharp & McDermott) • From customer’s perspective, the process may often involve multiple sub-processes. • Optimal sub-processes will not result in optimal customer processes

13. Identifying risks and hazards:Caveats • Optimization of sub-processes usually leads to suboptimization of processes* • Sub-processes should be designed to contribute to global optimality. • Carefully crafted sub-optimal (“inefficient”) sub-processes will be required for optimal customer outcomes *Goldratt, The Goal, North River Press 1984

14. Process MappingFlowchart Books on the subject: Galloway, Dianne (1994) Mapping Work Processes, Milwaukee, Wisconsin: ASQ Quality Press. Harrington, H. James, Esseling, Erik K. C., and Van Nimwegen, Harm (1997) Business Process Improvement Workbook New York: McGraw-Hill. Damelio, Robert (1996) The Basics of Process Mapping, Portland, Oregon: Productivity Inc

15. Process Mapping:Top-Down Process Map • Sub-processes are listed under each major process • Minimal graphics – could be text-only indenting sub-processes in an outline format Books on the subject: Wilson, Ray W. and Harsin, Paul (1998) Process Mastering: How to Establish and Document the Best Known Way to Do a Job. Portland, Oregon: Productivity Inc.

16. Process Mapping:Top-Down Flow Chart 5 4 2 3 1 PSA test ordered PSA test ordered PSA test ordered PSA test ordered PSA test ordered • Subprocesses • Telephone • Visit setup • Result • Subprocesses • Report Received • Subprocesses • ID patient • Select proper equip • Draw blood • Label • Subprocesses • Review • Centrifuge • Verify calibration • Run QC • Run sample • Report results • Enter in CPRS • Subprocesses • Order Written • Entered in CPRS • Received in lab DeRosier et al. joint commission Journal on Quality Improvement (28)5: 248-267.

17. (information) Process # Sub-process reference # (tools & equipment) Process MappingIDEF0 Pronounced “eye-def zero” Meaning boxes and arrows: Source: http://www.itl.nist.gov/fipspubs/by-num.htm

18. General Detailed Process MappingIDEF0 • Nested or Hierarchical Diagrams Source: FIPS 183 available at http://www.itl.nist.gov/fipspubs/by-num.htm

19. Web-based example Process MappingIDEF0 Books on the subject: Federal Information Processing Standards (FIPS)183: Integration Definition for Function Modeling (IDEF0) http://www.itl.nist.gov/fipspubs/by-num.htm Hunt, Daniel V. (1996) Process Mapping: How to Reengineer Your Business Processes, New York: John Wiley & Sons.

20. Process MappingSwimlanes Books on the subject: Sharp, Alec, and McDermott, Patrick (2001) Workflow Modeling: Tools for Process Improvement and Application Development, Boston: Artech House. Frazier, Jane C. (2001) Swimlane Process Mapping, Walnut Creek, CA: Frazier Technologies, Inc. (www.fraziertech.com) Jacka, J. Mike and Keller, Paulette J. (2001) Business Process Mapping: Improving Customer Satisfaction New York: John Wiley & Sons. Flowchart superimposed on a grid Grid rows are organizations, departments, functions, or individuals Grid columns are chronological Team or joint activities indicated by boxes

21. Process MappingSwimlanes: Susan’s Lumpectomy consult consult consult consult appt Mammo gram Phys- ical Patient General Practitioner appt Phys- ical consult Rec’v Radiology send Mammo gram Dev- elop appt appt Consult Sched orders Surgeon Sched orders Hospital Error #1 Pathology Radiological Oncologist Consult Medical Oncologist Consult Physical therapist

22. Process MappingSwimlanes: Susan’s Lumpectomy treat Pre- admit Surg- ery Consult treat Consult Request report Study report Patient General Practitioner Radiology Surg- ery Surgeon Error #1 caught by patient Pre- admit Surg- ery Hospital send Pathology Rec’v samp Anal- yze Type up Radiological Oncologist … Error #2 Consult treat Plan treat Medical Oncologist Plan treat Consult Physical therapist … Error #2 caught By patient Consult treat treat

23. Process MappingValue Stream Mapping Rother, Mike and Shook, John (1999) Learning to See, Brookline, MA: Lean Enterprises Institute Inc. Tapping, Don, Shuker, Tom and Luyster, Tom (2002) Value Stream Management Productivity Press.

24. As tasks are linked into “one-piece flow” they are combined on the map Process MappingValue Stream Mapping Ordering and Scheduling info Production task & Inventory info Includes information On elapsed time

25. Process MappingValue Stream Mapping • 24 icon set for lean manufacturing

26. Thank You! Questions?