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Process Mapping - Session One Northwest Vista College

Process Mapping - Session One Northwest Vista College. Marlene Masten, instructor. Welcome!. A valuable tool An investment by your employer 4 hours with break(s) – get back on time! Instructor-led discussion, audience participation, activities, exercises

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Process Mapping - Session One Northwest Vista College

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  1. Process Mapping - Session OneNorthwest Vista College Marlene Masten, instructor

  2. Welcome! • A valuable tool • An investment by your employer • 4 hours with break(s) – get back on time! • Instructor-led discussion, audience participation, activities, exercises • Participant’s Guide – left margin for notes • Glossary and Appendices – back of Guide

  3. Your Instructor • Marlene Masten • Former teacher, past and current professional education and training • Industrial engineer, project and personnel manager, consultant – more than 21 industries and 14 countries • Current local business consultant and animal rescue volunteer

  4. Getting to Know You • Name? • What department are you with? • How long have you been with NVC / ACCD? • What do you want out of this class?

  5. Course Objectives After this portion of the class, you will be able to: • Understand the benefits of process mapping. • Identify different levels of processes (detailed versus high-level). • Understand how to collect the data necessary for basic mapping – no small task!

  6. Course Objectives Achieved Through: • Your instructor’s skill and experience • Hands-on experience • Group and independent exercises • Guide for reference • Questions and answers

  7. Course Agenda First Session • Introduction and overview • Defining what is a process and what is process mapping • Mapping benefits • Getting started • Collecting data

  8. Course Agenda Your Guide continues with: • Opening the process mapping toolbox • Choosing the right tool for the task at hand • Analyzing the process • Documenting findings

  9. Why Do All This? • Get a better understanding of your department’s processes. • Focus on core processes and identify ways to improve. • Enable all departments to use one tool and one consistent, continuous process when looking at how they provide services to meet their clients’ expectations. • Focus your attention on wasted time and energy.

  10. Overview of the “Process Approach” • Enables client satisfaction and consistency • Formal and disciplined – to identify, understand, manage the activities and elements required by clients • Meet requirements 100% of the time

  11. Process Management Teams who use this method: • Understand “who” and “what” and “why” • Document • Measure • Implement and improve

  12. Today’s Focus • Documenting how work is done • Allowing focus on core processes, enabling identification of opportunities for improvement Your Guide continues with more exercises & guidelines on two other mapping techniques.

  13. Define “process” (p. 5) “A series of actions or operations which lead to an end” (Webster’s Dictionary) Example: What process is used to drive a car? Open door, sit, close door, foot to brake, seatbelt on, insert key, disengage parking brake … Are there any alternative steps or methods?

  14. Define “process map” (p. 6) “A graphic representation of a process, showing the sequence of tasks, using standard flowcharting symbols” • Standard, so anyone who picks it up can understand it. • Document: • What is really done • What takes time • What uses resources

  15. Railroad Schools “Typical” Map LEGEND Government Bldgs • How can people get to work? • Alternate paths possible? High School Franklin St. Post Office Johnson’s Creek City Hall First St. Thrid St. Broadway Elementary School Winding Way Police Station Library Utopia Rd. Middle School

  16. Benefits of Process Maps (p. 6) • Objectively describe how activities are done • Document control points (like intersections) • Show where variation exists (how many routes are possible) • Investigate where problems may occur • Highlight “handoffs” (go from one city to another)

  17. More Benefits of Process Maps • Train others on processes • Develop process thinking • Logically identify areas that need to be improved (and with proof!) • Identify best practices • Monitor and update the process when conditions change

  18. Review – Process Maps “A graphic representation of a process, showing the sequence of tasks, using standard flowcharting symbols” process map = “flowchart” a “visual picture” of a process

  19. Example: Doing the Laundry

  20. Flowcharts show: • Process as a whole • Sequence of steps • Relationship between steps • Beginning and ending steps – the boundaries of the process

  21. Please answer the questions in your Guide, p.8-9

  22. Common Types of Flowcharts(p. 10-11) • Basic / Detailed (“Value Stream”) • Swim Lane (“Deployment”) • Spaghetti (“Transportation / Work Flow”)

  23. Flowcharting Highlights • The basic steps are the same no matter what type of map you use. • Strive for a level of detail that is useful to your project – no more, no less. Example: “sort clothes” isn’t helpful to someone new. You’d get pink laundry.

  24. What to Map? • Series of activities or steps contributing to the final result or output • Start and end of a process (boundaries) • Interfaces / transition points / handoffs • Inputs & outputs • “Ownership” Applies to every organization. Note that boundaries lead to interfaces.

  25. Process Ownership • Department? • Individual? Who is responsible and accountable for the results?

  26. CORE PROCESS SUB-PROCESS ACTIVITY TASK Core, Sub, and Activity Level Processes • Possible to have one owner at each level • Full definitions in Glossary

  27. Please answer the questions in your Guide, p. 12-13

  28. Process Supplier Client INPUT OUTPUT The SIPOC Form A process snapshot that captures information that will help you determine where that process begins and ends. Suppliers (internal or external, vendors or another dept), inputs, process, outputs, clients (internal or external)

  29. Creating a SIPOC Form • Identify process boundaries and key activities at a high level • Identify key outputs and clients for each output • Identify inputs and suppliers for each input

  30. SIPOC Diagram Format Supplier(s) Input(s) Core process Output(s) Client(s)

  31. Please answer the questions in your Guide, p.15-16. Then discuss answers with the person next to you.

  32. GROUP ACTIVITY Please close Guides.

  33. Group Activity Wrap-up • Answer the questions on p. 17 in your Guide. • How did it feel to wear a blindfold? • Thoughts and feelings as moved around: navigator versus seeing impaired person? • What did you wish your partner could have said to help you: navigator versus seeing impaired person? • What did the observers notice about the interaction between the navigators and the seeing impaired persons? • What could have been done to alleviate the navigator’s thoughts and fears? • What could have been done to minimize the seeing impaired person’s degree of frustration?

  34. Group Activity Wrap-up Navigators had information – their partners did not. What does this exercise suggest about gathering information? Or even how to interview people about their work?

  35. Interviewing Before mapping, you need to: • Interview and/or watch the people actually doing the work • Interview their supervisors and/or managers Leaders clarify scope, involved areas, types of measurement, rationale, and related information. But remember - NO JUDGMENT ALLOWED!

  36. Data Collection:Performing Interviews • Ride-along – observe an individual and probe for more details versus • Panel – get information from a group of people all at once

  37. Data Collection Matrix • Required in interviewing • “Process Activity” = work being done • “Input(s)” = materials, equipment, info, environmental conditions required • “Output(s)” = product(s)/service(s) created or handed off • “System(s)” = digital information accessed or reviewed to perform an activity • “Reference(s)” = manuals, cheat sheets, etc., used to understand how to complete steps

  38. DO: Observe Take notes Ask for clarification, more detail Use Data Collection Matrix Watch for hidden steps (job aids, cheat sheets, etc.) Check often for understanding DO NOT: Make assumptions Add detail when it is not there “Correct” the process Data Collection:Ride-along Interviews

  39. DO: Use checklist on p. 19 Facilitate by asking leading questions Give everyone a chance to participate Ask for clarification, more detail Check often for understanding Seek consensus Use Data Collection Matrix DO NOT: Make assumptions Add detail when it is not there “Correct” the process Get too caught up in the format – most people haven’t been trained to use this technique Data Collection:Panel Interviews

  40. Panel Interviews • Use post-it notes for each person to put on blank flipchart, whiteboard, or table. • Clean up – eliminate duplicates, combine similar ideas, agree on wording. • Use consistent level of detail. Remember: • You are only collecting information. • NOT an audit, check for compliance - NO judgment

  41. Data Collection:Checklist • Planning ensures your time and your interviewees’ time is best spent. • Use the checklists (p. 18, 19, & Appendix D) to make sure all of your bases are covered. • Practice inquiry techniques (Appendix C)

  42. Review:Apply What We’ve Learned

  43. Review Role Play:Apply What We’ve Learned Part One • Get into pairs and turn to p.20 • Choose an interviewee versus interviewers • Introduce yourself and the project’s scope • Use verbal walk-through to get information • Complete SIPOC Form • Collect data using Ride-along interview method and the Data Collection Matrix • Check for understanding

  44. Review Role Play:Apply What We’ve Learned Part Two • Record your group’s sub-process steps on sticky notes and put on classroom wall. • Present your results to the class.

  45. Exercise Check Inputs: • Pot • Stove • Water • Mac box • Butter • Milk • Spoon • Strainer • Plate/bowl • Measuring cup • Sink • Outputs: • Mac ready to eat • Empty box • Dirty pan • Dirty spoon • Dirty pot • Dirty strainer • Dirty measuring cup • Dirty water

  46. When Studying Any Process: • Define core process using SIPOC Form • Interview / observe • Complete Data Collection Matrix • Map • Analyze for accuracy

  47. Process Mapping Toolbox CONSISTENCY • All maps use the same basic steps. • Flowcharts use symbols to represent different kinds of process steps.

  48. Common Flowcharting Symbols Direction of flow Starting, stopping, or control point Decision point Processing Input or output (optional)

  49. *As a class, review flowchart in your Guide.

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