The Plan…. Brief Discussion about Methods What is a Process? Break Identifying and Framing Process Understanding the As-Is Break (10 mins) (10 mins) Assessing the Process Designing the.
Download ReportTranscript The Plan…. Brief Discussion about Methods What is a Process? Break Identifying and Framing Process Understanding the As-Is Break (10 mins) (10 mins) Assessing the Process Designing the.
1 The Plan…. 2 Brief Discussion about Methods What is a Process? Break Identifying and Framing Process Understanding the As-Is Break (10 mins) (10 mins) Assessing the Process Designing the “To-be” Wrap up The Goals … 3 At the end of today you should understand how to: Map processes Make a case for change Find areas for improvement Gather ideas for improvement Identify prioritization of improvement ideas Find resources to help with your projects Practical knowledge to use on any project! 4 Methods and Key Points Improvement is a Cycle…Not an End 5 Map Processes Review and Learn Execute Projects Identify Pain Points Prioritize Improvements Which Method Should I Use? 6 There are many approaches to Process Improvement Lean: Value and Waste Six Sigma: Reducing Variation Functional Focus: Internal Efficiencies Use the method that fits the project Key Point: Make it Visible 7 A lot of the time spent in “process improvement” is spent process mapping on paper with Post-its…. Why? Without good mapping, improvements may cause more problems Work is often “hidden” Makes identifying opportunities easier Always try to show your work Key Point: It’s All About the Outcome 8 Stay focused on the outcome(s) of your processes Try to take the viewpoint of the outcome consumer Avoid, at first, talking about Who – don’t personalize the process; speak of roles (when it is time), not individuals How – this can come later The goal is to change outcomes not processes What Do You Need to Get Started? 9 What you need is: Some organizational commitment Post-its : make sure they’re sticky Pens: Sharpie-style Flip charts: to put pen to paper People with energy…lots of it! You don’t need fancy software to start! 10 Finding Processes Business Process Functional area Functional area Functional area Functional area Functional area Goal : A True End-to-End Picture 11 But What is a Process? 12 A sequence of activities that include a trigger, and a quantifiable outcome – must be End to End Trigger time, event, etc. Business Process Finding the business process(es) can be trickier than you think Outcome can be counted Concert Night Case Study 13 Case Study Why Does it Matter? Concert Night 14 Concert night was a struggle….major issues: Traffic heavy on roads around the venue Invalid tickets entering venue VIP guests are upset Restaurants losing money due to early entry to concerts Long lines to get in How would you solve these if you were in charge of your functional area? How It Was Solved Functionally 15 The solutions often worked against each other Routed traffic in most direct route – across a cross walk. Allowed VIP guests to enter first – but not all. Extensive checking of tickets – and double-checking Tried different areas, routes, nothing worked to lessen lines Lines actually got longer, complaints increased, costs increased and attendance dipped – why? Concert venue remained closed as long as possible Business Process Functional area Functional area Functional area Functional area Functional area They Did Not See How Things Connected! 16 17 The How-to for Process Finding Processes Often Hide… 18 Processes often hide themselves in vagueness or are disguised as to-do lists “I know what the processes are and what we need help on!” “Here’s my daily task list – that’s my process” “Not sure what happens after I do that…that’s another process…” Keep an eye out for these types of statement… Pick the Group – Be Thoughtful 19 This is perhaps the most important step in finding processes Pick contributors who do the work as well as oversee the work Try to get people who “consume” the end result of your process (client, end user, student, customer, etc.) Involve all personalities in the work Set ground rules – participation is key Time-Saving Tip… 20 Being able to interview the core group ahead of time What activities do you do? What issues do you have? What solutions have you considered? Also good to review any documentation (forms, reports, etc.) relevant to the work at hand The more prepared you can be, the better (and quicker) the work will go! A sample interview guide is included in your packet Start by Mapping Some Milestones 21 Lay out the milestones (or major events) for the area you are looking at… Milestone Milestone Milestone Keep it to 5 +/- 2 Boxes Milestone Milestone Exercise: 5 (+/- 2) Boxes for Concert Night 22 Think about your experiences with concerts – what are the major moments? Milestone Milestone Milestone Milestone Milestone Milestone MilestoneMilestone Milestone Milestone Milestone Milestone Milestone Milestone Milestone Milestone Milestone Milestone Milestone MilestoneMilestone Milestone It works really well to ask what the end user goes through you might find people have different points of view! Milestone MilestoneMilestone Milestone “Things”: Getting on the Same Page 23 It’s important to make sure you are all on the same page – sometimes the same word can mean different things to different people Thing (concept): Singular noun Singular noun Multiple occurrences Need to keep track of Ex: person, thing, event, organization, concept Refer to the “what”, not the “how” List them out and make sure everyone agrees on definitions! Exercise: Grouping Things and Define 24 Use the milestones as your guide to gather all things, group them, and define them Thing = Definition Thing Thing Thing Thing Thing = Definition Thing Thing Thing Thing Thing Thing Thing = Definition Thing Thing Thing Thing Thing Thing Thing = Definition Thing Thing Thing Thing = Definition Thing Thing Thing Thing Thing Thing Thing Thing Thing Thing Thing Thing = Definition “Activities”: Building the Action 25 Now that you have agreement on the definition of things – let’s build some activities Acts on a thing (you may find you missed some things while gathering activities) Has a verb-noun structure (sometimes with a qualifier) Contains specific verbs, rather than “mushy ones” Manage, Test: review, oversee are examples of mushy verbs Flip the verb and noun. Does it still make sense? Why do we care about mushy verbs?? Exercise: Brainstorming Activities 26 Get all the activities you can out on the “table” – use your milestones as a starter. Challenge mushy verbs (manage, review, process, etc.) Focus on the “happy path” Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Quick Tip: Brainstorming is Hard 27 Brainstorming is not easy for anyone. Here are some tips that might help: Encourage the group to “go big to go small” Make sure everyone speaks Make sure ‘talkers’ have a chance to talk but don’t take all the time Try different groupings, including individuals, small groups, and large groups – mix the groups up as well. Stay positive…if something isn’t working, try something else! Setting ground rules never hurts… Exercise: Line ’em Up… 28 Have your group line up the activities they listed out in order Some paths are linear and “easy”; others will happen in parallel or as outcomes of choices Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity How to Locate a Process 29 Now that the activities are laid out, it can be a bit tricky to find the “processes” – here are some tips on how to do that…. Look for triggers and outcomes Look at the relationship of one activity to the next. Is it 1:1 or 1:many or many:1 – this will help you understand where one process might end and another begin Follow the “token” through the processes Let’s Try to Find the Processes 30 Remember to look for 1:1 or 1:many or many:1 Activity Activity Activity Activity 1:many 1:1 1:1 Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Activity Remember to use what you know to validate that you found a process – challenge assumptions! Collect the Processes in a Landscape 31 Once you have isolated the processes, take some time to name them and put them in a “process landscape” Process 1 Process 2 Process 3 Process 5 Process 4 This is a great tool for gaining a high level understanding of what is going on! Making A Case for Change 32 Before continuing into more detail and improvements, you need ask yourself: is it worth it? What will the outcome be? For actors? Clients? Owners? What are the goals of further analysis? Make it measurable and memorable (quantifiable and real) Keep it simple and straightforward List who contributed Example Charter 33 Goal(s) Draft Recommendations • • Build triggered communication(s) to process owners once critical stages have been reached • Create standard electronic workflows for critical docs starting with the report of separation form. • Define key process indicators; create total process measurements; define SLA for process and cascade Develop an end-to-end process for handling access and services for employees who are onboarding, transferring or exiting the University that reduces resource utilization, increases employee satisfaction, and decreases overall process completion time, error rate, and rework. Current Conditions • Lack of notice at critical points delaying dependent steps & requiring a “proactive” person to sustain process; reduced compliance • One-stop digital check-in /check-out list (long term) to allow for simultaneous requests that can be handled when resources are available rather than in “open hours” • Heavy reliance on forms, walking, and phone calls results in lack of parallel processing and creates dependence on “open hours” to complete tasks • Define/assign clear process owners responsible for accurate and complete completion of overall processes within timelines established; • Confusion around steps to be taken coupled with multiple checklists, forms, and contacts creating frustration and lack of motivation to complete thoroughly. • Consolidate delivery and collection point for University services and items as much as possible • Analyze and revise (if needed) communication points and messages throughout the process(es). • No clear guidelines on process owners for onboarding; leading to variability in process performance, errors, and rework • Delivery of University services and items spread throughout campus causing travel and delays in delivery • Little to no measurement of overall process indicators; success variably determined at functional service levels with some SLAs defined and others not; but no overall measures Contributors • • • • • • • • • • Joyce Lopes Amber Blakeslee Teal Sexton Teri Bronder-Lewis Jennifer Slye Moore Jyll Jackson Monika Newman Kenna Kay Hyatt Lorraine Dillon Alma Zechman • • • • • • • • • • • • Joyce Corpuz Phil Rouse Val Arizzi Janice Mueller Kim Moon Krista Carroll Jean Crockett Angie Petroske Ronda Stemach Rosemary Smith Volga Koval Rebecca Brown • • • • • • • • • • • • Traci Ferdolage Holly Martel Kate Stroup James Harding Annette Troxel Nathaniel Roy Gina Pierce Linda Rutenback Mary Ann McCulloch Sharon Seward Ken Rocha Jesse Clark 34 Diving Deeper Into Processes Zero In On the First Process for Review 35 Sometimes the landscape is enough…really You’ll often want to go deeper into one or more process(es) Use a “productive venting” brainstorming session to help pinpoint the biggest opportunity areas List issues and opportunities Discuss what a future might look like Swim-lane diagrams allow us to dive deeper What is a Swim-Lane Diagram? 36 Swim-lane diagrams show activities performed by actors over time They are used to tell a more detailed story A Guide to Using Swim-Lane Diagrams 37 Show ALL actors who touch the work – each lane is an actor Show the march of time from left to right Be careful with parallel work or decision points Start with a trigger, end with an outcome Iterate … one pass will not be enough Make it as wide as it needs to be Make it only as detailed as it needs to be. Swim-lane diagrams tell the story of the process Let’s Go Swimming… 38 Actor 4 Actor 3 Actor 2 Actor 1 Let’s try it with the process that we outlined already … before we move our activities into lanes, let’s just follow the work. Now Fill In What is Happening 39 Actor 4 Actor 3 Actor 2 Actor 1 Now let’s fill in some activities – move over the activities from your previous work and plot them here Activity Activity Activity Activity Activity Activity Activity Iterate: Who Really Gets the Work Next? 40 Actor 5 Actor 4 Actor 3 Actor 2 Actor 1 Progressive detail … steps are hidden Activity Activity Activity Activity Activity Activity Activity Activity Walk the Flow 41 Make sure you have it right by walking the flow with the core group involved This is a good point to add in baseline metrics for this process: Time in each step (minimum, maximum, & most likely) Time to actually complete the task (minimum, maximum, & most likely) Rework %s – how often is work sent back for errors? Service scores – how do folks feel about it? Adding metrics gives you a sense of the current state as well as validating your map A Note on Metrics 42 Metrics are critical to understanding progress, but they don’t have to be scary Sometimes we don’t have firm metrics but the group has a good idea of how long each step takes, so ask As you build processes and improvements, think about how you’ll measure it Always good to measure – it helps to tell the story Remember: Swim Lanes Tell the Story 43 Showing systems Multiple actors on one stage Parallel vs. collaborative Avoid visual clutter Use of symbols: keep it simple The swim-lane diagram is meant to tell an accurate story that can be used to assess a current situation. 44 Assessing the Flow Looking for Opportunities 45 Now that the process is a swim-lane diagram, we can ask what works and what doesn’t Things to look for: Transportation Over-processing Inventory Over-production Movement Defects Waiting Unreasonableness These are “lean” concepts that are helpful in focusing attention on typical issues in processes The Challenge Question 46 Having a hard time finding opportunities? Overstate each step and see if it makes sense: “This form MUST go to the Vice President for approval” “This form must go to the VICE PRESIDENT for approval” “This form must go to the Vice President for APPROVAL” Keep challenging yourself and the team! Exercise: Finding Opportunities 47 Literally walk the process you have outlined and identify where the “pain points” exist Actor 5 Actor 4 Actor 3 Actor 2 Actor 1 Activity Activity Activity Activity Activity Activity Activity Activity A useful approach is to allow each team member to “vote” on where pain points exist and then look for clusters Understanding the Enablers 48 There are many things that enable each process – often we only focus on the technology and workflow, but these can hide deeper issues Information systems Workflow Human resources Motivation/Measurement Guidelines/Rules Facilities/Other Exercise: Use Enablers 49 Go back to the map and group your pain points by enabler Enabler Issue Information systems Issue Issue Issue Workflow Issue Issue Human resources Motivation/Measurement Issue Rules/Guidelines Issue Facilities & Other Issue If an enabler is left with no pain points, go back and see if anything was missed List Out Potential Issues 50 Describe the issues with enough detail and connect them to the goals, values, and metrics you have already uncovered Project Onboarding, Exiting, and Transfers Onboarding, Exiting, and Transfers Onboarding, Exiting, and Transfers Short Description Digitize the Report of Separation form (form 109) Connect PS data to ROS Form based on search/match function Replace Chief Admin and HR 'approvals' with acknowledgements/notices (require submission + appropriate administrator approval) Improvement description Remove physical movement of documents via campus mail or by walking - replacing with digital routing Remove need to look up known data that exists in PS by linking form fields to PS data via search/match on EE ID while creating forms Reduce needed approvals from 3 to 1 requiring only the appropriate administrator (if ASC/EE initiating) to provide formal approve. This will help avoid bottlenecks. Currently thre is no known reason for HR/Admin to "approve" form - simple acknowledgment should suffice. Next Steps Building form with Tech team; validating with project team and stakeholders As part of building form will be incorporated Verify with project team, as well as confirm no audit concerns; if unable to remove then will build 'timers' that notify at appropriate intervals Time improve ment (hrs) 8 Time improve ment (hrs) 8 Validate …Validate …. Validate … 51 Now is the time to go back out and talk with stakeholders, customers, owners, sponsors, and others to see if what is outlined makes sense So now what? I have a list of problems … 52 Finding Solutions Brainstorming Solutions 53 You now have an as-is: a process family goals/value identified workflow mapped issues outlined So now we need to think about solutions Go Back to the Outcome 54 Start out by asking: “what is this process supposed be good at?” Service? Efficiency? Product innovation? No process can be great at all three of these outcomes Focus on Value and Goals 55 Remember when you found value and goals? Now is the time to really put them in play All solutions should add value and support the goal Examples of tasks that don’t add value may include: Sending through mail Adding more approvals Creating more forms Removing steps The walue is defined by the outcome! Remember Your Enablers 56 Just as not all issues are about workflow or information systems, neither are most solutions – think of solutions with all enablers Enabler Issue Improvement Information System Issue Issue Issue Improvement Improvement Improvement Workflow Issue Issue Improvement Improvement Human Resources Issue Motivation/Measurement Issue Rules/Guidelines Issue Facilities & Other Issue Exercise: Finding Solutions 57 Go back to the goals, mapping, issues you have found. What are some solutions? Did you include all the enablers? What metrics can we assign to this improvement? Project Onboarding, Exiting, and Transfers Onboarding, Exiting, and Transfers Onboarding, Exiting, and Transfers Short Description Digitize the Report of Separation form (form 109) Connect PS data to ROS Form based on search/match function Replace Chief Admin and HR 'approvals' with acknowledgements/notices (require submission + appropriate administrator approval) Improvement description Remove physical movement of documents via campus mail or by walking - replacing with digital routing Remove need to look up known data that exists in PS by linking form fields to PS data via search/match on EE ID while creating forms Reduce needed approvals from 3 to 1 requiring only the appropriate administrator (if ASC/EE initiating) to provide formal approve. This will help avoid bottlenecks. Currently thre is no known reason for HR/Admin to "approve" form - simple acknowledgment should suffice. Next Steps Building form with Tech team; validating with project team and stakeholders As part of building form will be incorporated Verify with project team, as well as confirm no audit concerns; if unable to remove then will build 'timers' that notify at appropriate intervals Be courageous, but know that not all improvements are earthshattering changes - and that’s OK! Time improve ment (hrs) 8 Time improve ment (hrs) 8 Think – Can I Do That? Now? Later? 58 Not all solutions are created equal – you need to plot effort and benefit Ask yourself: What impact will this have? (Metrics really help here!) How long will it take to make this happen? How many resources will I need to make this happen? Take the easy “low-hanging fruit” when you can The Sweet Spot…High Reward, Low Effort 21% + Improvement Improvement Improvement Improvement Improvement Improvement Improvement <10% Benefit (reduced time) 59 Improvement <2 months 2-6 months Effort (time to implement) 6 months + Map the New Flow 60 Using the list of improvements, design a new workflow Same rules as before apply with swim-lane diagrams It’s often helpful to highlight, in some way, where the process has changed This is also an iterative process - one pass is often not enough Document Proposed Changes 61 Spell out the proposed changes showing benefit, effort, enablers, and owners Short Description Digitize the Report of Separation form Connect PS data to form based on search/match function Remove Chart Field String from Form Remove "date position available for rehire" Modify digital workflow to allow for parrellel processing once acknowledgements (approvals) of form have been gathered Replace Chief Admin and HR 'approvals' with acknowledgements/notices (only require next level of supervision to approve) Employee initiatied submission of Report of separation (in "happy use case") - provide other paths for ASC/Supervisor to initiate form as well. Improvement description Remove physical movement of documents via campus mail or by walking - replacing with digital distribution Remove need to look up known data that exists in PS by linking form fields to PS data via search/match on EE ID while creating forms Remove this field from the form Remove this field from the form Notify and make available the separation notice form to HR, Payroll, UBO, and all others who are needed once it leaves approval stage reduce needed approvals from 3 to 1 requiring only the supervisor (if ASC/EE initiating) to provide formal approve. This will help avoid bottlenecks Standardize guidelines that, when notice is given, the exiting employee begins process by starting form; by doing so we can gather more information up front (e.g. address, final check, absences) and reduce movement of information from supervisor to coordinator to employee back to coordinator; EE's are also motivated to complete this action as it allows them get final information in the manner they wish to. Next Steps Building form with tech team; validating with project team and stakeholders Will be incorporated as part of building the form Build into the form Build into the form Need to verify with project team and leadership all functional areas have iniatially signed off Verify with project team, as well as confirm no audit concerns; if unable to remove then will build 'timers' that notify at appropriate intervals Discuss with project team; scope with tech team on creating different paths based on role Go on Tour! 62 Time to show off your great work and confirm you didn’t really miss anything! Show to interested parties – be sure to involve any sponsors. Take feedback – doesn’t mean you have to change everything (or anything), but understand the feedback Gain alignment – see if people “buy in” It’s a nice touch if someone from the team does the touring – shows the team effort involved 63 Recap How to Do It – Quick Guide 64 Interviews with sponsor and actors Project kick-off session Interviews Identify frame & assess process Initial workflow mapping Further interviews Confirm the model Assess the flow Brainstorm solutions Map “to be” flow Go on tour 65 Glossary Glossary of terms 66 Actor: a participant in the who performs work in a process. Sponsor: a senior leader who can clear roadblocks (e.g. ensure time is available to do the project) and approve recommendations if necessary. Has authority to approve decisions affecting progress of the work being done by the project team or work group and to refuse approval. Driver: handles the overall coordination of the project, meeting, or business area. The driver usually has responsibility for communicating with other team members and ensuring that roles and responsibilities are clear. Usually the project manager is the driver for a project, though at times this is not the case and a project may even have more than one driver. Work session: a meeting designed to deliver a specific outcome and requiring input, interaction (work) from all participants to achieve that outcome. Glossary of terms 67 Swim-lane diagram: is a visual element used in process flow diagrams or flowcharts that visually distinguishes responsibilities for the subprocesses of a business process. Swim lanes may be arranged either horizontally or vertically. Core group: a small group of usually no more than 10 actors who do the majority of the critical work and/or oversight related to an identified process. The core group drives the project by providing expertise and acting on approved recommendations as needed. Extended group: actors beyond the core group who also do work in the process under analysis but do not perform a majority of the tasks.