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Visualizing Visualizing InformationInformation
Institute of Internal AuditorsInstitute of Internal Auditors
Calibration QuestionsCalibration Questions(Show of Hands)(Show of Hands)
Who currently does process mapping or Who currently does process mapping or flow charting? flow charting?
How many use process mapping software?How many use process mapping software?
How many have the M/S Office suite?How many have the M/S Office suite?
Processes Defined “Simply”Processes Defined “Simply”
“ “It’s simple, you just take something and do It’s simple, you just take something and do something to it, and then do something something to it, and then do something else to it. Keep doing this, and pretty soon else to it. Keep doing this, and pretty soon you’ve got something.”you’ve got something.”
-- Jasper Johns-- Jasper Johns
Our RoadmapOur Roadmap
Process Mapping OverviewProcess Mapping Overview
Choosing the Tool to UseChoosing the Tool to Use
Reviewing ProcessesReviewing Processes–ConsiderationsConsiderations
–BOLO’sBOLO’s
Why Diagram Processes?Why Diagram Processes?
"The first step in any organization is to draw "The first step in any organization is to draw a flow diagram to show how each a flow diagram to show how each component depends on others. Then component depends on others. Then everyone may understand what his/her job everyone may understand what his/her job is. is. If people do not see the process, they If people do not see the process, they cannot improve itcannot improve it."."
Paul Batalden quoting W. E. DemingPaul Batalden quoting W. E. Deming
Two More ViewsTwo More Views
“ “Any problem can be solved as long as it Any problem can be solved as long as it is stated properly.”is stated properly.”
-- Dr. Edwin Land-- Dr. Edwin Land
““A problem well-stated is a problem A problem well-stated is a problem
half-solved.”half-solved.”
-- John Dewey -- John Dewey
Ways and Why We Ways and Why We Visualize InformationVisualize Information
PartialPartial List of Ways List of WaysAAffinity ffinity DDiagrams (iagrams (FFishbone)ishbone)The The 4 M’s4 M’s: (Methods, Machines, : (Methods, Machines,
Materials, Manpower)Materials, Manpower)The The 4 P’s4 P’s: (Place, Procedure, : (Place, Procedure,
People, Policies) People, Policies) The The 4 S’s4 S’s: (Surroundings, : (Surroundings,
Suppliers, Systems, Skills)Suppliers, Systems, Skills)
CCause & ause & EEffectffectCControl ontrol CChartsharts FForce orce FField ield AAnalysisnalysis Graphs/ChartsGraphs/ChartsPParetoaretoPProcess rocess MMapsaps
WhyWhy
Array information to Array information to enhance knowledge enhance knowledge and understanding and understanding
for action. for action.
Process Maps Can HelpProcess Maps Can Help
Make the Make the invisible invisible — — visible!visible!– See Relationships – Builds ConsensusSee Relationships – Builds Consensus– Compare & ContrastCompare & Contrast
Perception/Reality/IdealPerception/Reality/Ideal
Improve ProcessesImprove Processes““As Is” “To Be” As Is” “To Be”
TrainingTraining
Inspections - AuditsInspections - Audits
Shapes Have MeaningShapes Have MeaningOn Process MapsOn Process Maps
Ellipses/Ovals (Terminators)Ellipses/Ovals (Terminators)
Rectangles (Steps/Activities)Rectangles (Steps/Activities)
Diamonds (Decisions)Diamonds (Decisions)
Torn sheets (Documents)Torn sheets (Documents)
Large D (Delay)Large D (Delay)
Arrows show direction/flowArrows show direction/flow
YES Step IStop
Step I Step 2
NO Step 1
Step 3
Decision?NO Step 2
Process Flowchart
NO
YES
Color CodesValue added – GreenRework, repair, wait – RedInspection – YellowTransport -- Blue
Types of Process FlowchartsTypes of Process Flowcharts
Top-downTop-down– Major StepsMajor Steps– Inspections, REwork, Other Quality IssuesInspections, REwork, Other Quality Issues
DeploymentDeployment– Clarify Roles/AccountabilityClarify Roles/Accountability
WorkflowWorkflow– People, materials, paperworkPeople, materials, paperwork
System MapsSystem Maps
DeploymentDeployment FlowchartFlowchart(Cross-Functional Flowchart)(Cross-Functional Flowchart)
AA
BB
CC
Define Framework or Define Framework or Boundaries of ProcessBoundaries of Process
What level of detailWhat level of detailBalanceBalance
Macro firstMacro firstConceptsConcepts
Get It DownGet It Down
Right peopleRight people
Brainstorm all major activitiesBrainstorm all major activities– Determine shapesDetermine shapes
Describe process stepsDescribe process steps– Verb - NounVerb - Noun
Get It RightGet It Right
Sequence the stepsSequence the steps
TerminologyTerminology– Revise and EditRevise and Edit– VariationsVariations
Acknowledge them all—Resolve what you canAcknowledge them all—Resolve what you can
Standardize—Note exceptionsStandardize—Note exceptions
Document “Rules”—Who authorizes deviations?Document “Rules”—Who authorizes deviations?
Identify “pre-defined” stepsIdentify “pre-defined” steps
TestTest
ValidateValidate– Use people who were not part of initial teamUse people who were not part of initial team
Seek out harshest critics Seek out harshest critics – Capture their variationsCapture their variations– Review, then appropriately incorporateReview, then appropriately incorporate
Ensure correct use of symbolsEnsure correct use of symbols– Decisions may not be obviousDecisions may not be obvious
All paths should close (loop) or terminateAll paths should close (loop) or terminate
Drawing ToolsDrawing Tools((WordWord, , Power PointPower Point, , ExcelExcel))
Cost Most already have M/S Office Suite
Training Minimal; Tool within an Application
Capability All Basic (28) Flow Charting Shapes
Standardization Unified Approach
PortabilityDoc ControlCollaboration
Interface with Other Office Applications
A Most Common GizmoA Most Common Gizmo
Microsoft’s Drawing Tools Microsoft’s Drawing Tools
But But whichwhich application? application?
Excel vs WordExcel vs Word
Attribute Excel Word AdvantageDrawing Canvas Unlimited Page Excel
Adding Text Click onShape Multiple Steps Excel
Editing Shapes Universal EachShape Excel
Text Alignment Vertical Centering User defines Excel
Shape Size Width Varies Fixed Word
Hyper linking Cells Shapes Word
Tool “Bugs” Intuitive; Fewer Quirks Shapes Shift Excel
Analysis Data Dynamic Static Excel
M/S AutoshapesM/S Autoshapes
28 Shapes available28 Shapes available– Hover to see meaningsHover to see meanings
Set DefaultsSet Defaults– Center JustifyCenter Justify– Font Size 10Font Size 10
**ToTo change AutoShapes change AutoShapes – 2003 Use Draw Menu 2003 Use Draw Menu – 2007 App Specific - Excel - Edit Shape2007 App Specific - Excel - Edit Shape
ToolbarsToolbars
How to createHow to create– ViewView– ToolbarsToolbars– CustomizeCustomize– New (Give it a name)New (Give it a name)– ““Click and Drag” Click and Drag”
desired iconsdesired icons
Can modify for Can modify for specific tasks (if specific tasks (if needed) needed)
Office 2003
Helpful HintsHelpful HintsSwim LanesSwim Lanes– Column or RowColumn or Row– Wide border by skinnyWide border by skinny– Place shapes in wide Place shapes in wide
spacesspaces– Move text vertically in Move text vertically in
a cell (Alt + Enter)a cell (Alt + Enter)
Can Copy ShapesCan Copy Shapes– Cntrl C (Cut)Cntrl C (Cut)– Cntrl V (Paste)Cntrl V (Paste)
Link to Relevant MetricsLink to Relevant Metrics– Hyperlink to worksheetHyperlink to worksheet– Done via cells (not shapes)Done via cells (not shapes)– Remember to create a Remember to create a
return path to process mapreturn path to process map
As Of: Author:
Similar Processes?Similar Processes?
Work most complex (or Vanilla) firstWork most complex (or Vanilla) first
Copy worksheet Copy worksheet
““Boil off" excess (or add variations)Boil off" excess (or add variations)
Make other revisionsMake other revisions Deal with those “what if” situationsDeal with those “what if” situations
Basic StepsBasic Steps
Visualize the ProcessVisualize the Process
Identify Types, Numbers, & Identify Types, Numbers, & Impacts of ProblemsImpacts of Problems
Identify Causes for EachIdentify Causes for Each
Develop & Evaluate SolutionsDevelop & Evaluate Solutions
Look for Opportunities toLook for Opportunities to
Measure**Measure**What indicates the process is effective or efficient?What indicates the process is effective or efficient?Should some parts of the process be examined with a Talley Sheet? Should some parts of the process be examined with a Talley Sheet? Pareto Chart? A Run Chart? Use sample or All?Pareto Chart? A Run Chart? Use sample or All?
EliminateEliminateDoes each step add value? Is there duplication?Does each step add value? Is there duplication?Can you eliminate or minimize delays? Inspections? Filing steps?Can you eliminate or minimize delays? Inspections? Filing steps?Are some operations rework?Are some operations rework?
ChangeChangeHow can the operation be changed? Different methods? Technology? How can the operation be changed? Different methods? Technology? Equipment?Equipment?Less costly material or service?Less costly material or service?Reduce the frequency or the number of people receiving the service?Reduce the frequency or the number of people receiving the service?Reduce the time it takes?Reduce the time it takes?
RearrangeRearrangeIs the layout or sequence the most efficient?Is the layout or sequence the most efficient?Can you eliminate transport steps? Or method being used – electronic Can you eliminate transport steps? Or method being used – electronic vs. physical?vs. physical?
CombineCombineCan any operations be combined? With a supplier's operation? With a Can any operations be combined? With a supplier's operation? With a customer's?customer's?
SimplifySimplifyWhat is the simplest way to achieve the objective(s) of the process?What is the simplest way to achieve the objective(s) of the process?Are the instructions easy to understand?Are the instructions easy to understand?
ImagineImagineWhat would be the perfect process? Can you flowchart it?What would be the perfect process? Can you flowchart it?How much time would it take?How much time would it take?A sub-process flow chart?A sub-process flow chart?
Look for Opportunities toLook for Opportunities to
BOLOsBOLOs1. 1. AssumptionsAssumptions Challenge all assumptions: It's easy to forget Challenge all assumptions: It's easy to forget
that a process step was based on one or more that a process step was based on one or more assumptions and not fact.assumptions and not fact.
2. 2. ChangesChanges Idiosyncratic change (or) changes made to be Idiosyncratic change (or) changes made to be creative or for some other reason that are NOT creative or for some other reason that are NOT linked to the business plan or a business need. linked to the business plan or a business need.
3.3. DuplicationDuplication Duplicate data entry. Duplicate data entry.
4.4. Duplication Duplication Duplicate work steps in another group. Duplicate work steps in another group.
5. 5. FlexibilityFlexibility Can the process respond to changes in Can the process respond to changes in customer/technology requirements? customer/technology requirements?
6.6. Forgot how, or Forgot how, or too complextoo complex
Mistakes because of a complex-clerical Mistakes because of a complex-clerical procedure or mistakes because people forgot procedure or mistakes because people forgot what to do: Consider job aids: list, checksheet, what to do: Consider job aids: list, checksheet, flowchart, picture, etc. flowchart, picture, etc.
7.7. IntermediariesIntermediaries When you hear words like "coordinate," "pass it When you hear words like "coordinate," "pass it by me first," "expedite" and "liaison," question by me first," "expedite" and "liaison," question whether the intermediary step is value added. whether the intermediary step is value added.
BOLOsBOLOs8.8. Lack of Lack of
consequencesconsequencesStandards not followed and there is no Standards not followed and there is no consequence or negative feedback. consequence or negative feedback.
9. 9. Old waysOld ways Tools/software available that is not used because Tools/software available that is not used because people have not taken time to get trained or do people have not taken time to get trained or do not want to. not want to.
10.10. Old ways with Old ways with new tools new tools
Lots of steps in software that are just replicating Lots of steps in software that are just replicating the old by-hand process. the old by-hand process.
11. 11.
Paper recordsPaper records Is the process adding, maintaining or eliminating Is the process adding, maintaining or eliminating paper records?paper records?
12.12. Quality ControlQuality Control QC of work when the "supplier" could have QC of work when the "supplier" could have checked and sent 100% ok input to you. checked and sent 100% ok input to you.
13.13. Quality ControlQuality Control QC is when someone else checks work not when QC is when someone else checks work not when someone checks their own work. someone checks their own work.
14.14. Quality ControlQuality Control When talking about QC consider Poka Yoke – When talking about QC consider Poka Yoke – Can the work be mistake proofed to make it Can the work be mistake proofed to make it impossible for the defect to be passed on? impossible for the defect to be passed on?
15.15. Quality controlQuality control Is the QC really needed? Prevention Is the QC really needed? Prevention instead of detection is the desired process. instead of detection is the desired process.
16.16. RepetitionRepetition Can repetitive work be automated? Can repetitive work be automated?
17.17. ResistanceResistance Do people make changes rather than "stick Do people make changes rather than "stick with the standard" or do they do what they with the standard" or do they do what they want to do?want to do?
18.18. ResistanceResistance Someone continually saying this won't Someone continually saying this won't work, can't make any changes. work, can't make any changes.
19.19. ScalabilityScalability Is the process limited to the current Is the process limited to the current workload? Is it scalable to handle a larger workload? Is it scalable to handle a larger volume of work? volume of work?
20.20. Specifications/Specifications/
every time like every time like first first
Developing specifications each time Developing specifications each time something is done instead of the first time something is done instead of the first time as a standard or templateas a standard or template
21.21. Supplier inputSupplier input Input supplier sends inaccurate/incorrect Input supplier sends inaccurate/incorrect input. input.
BOLOsBOLOs
Inputs
Output(s)MemberMember
Feed Forward from Supplier
Feed Forward to Member
Feed Back to Supplier Feed Back from Member
SupplierSupplier
Supplier Gap AnalysisSupplier Gap Analysis Process Gap AnalysisProcess Gap Analysis Member Gap AnalysisMember Gap Analysis
Supplier Specs: Process Specs:We Get: We Get:
A System ViewA System View
•They Get:Member Expects:
Status:
Closing ThoughtsClosing Thoughts
Accuracy is importantAccuracy is importantAre you looking at symptoms or root causes?Are you looking at symptoms or root causes?Consider other situationsConsider other situations
– Out of the ordinaryOut of the ordinary– EmergenciesEmergencies
Measures should be meaningful to usersMeasures should be meaningful to users– Get a feel for best / worst cases and what is the Get a feel for best / worst cases and what is the
average. How many of each?average. How many of each?– Leading indicators are better than lagging onesLeading indicators are better than lagging ones
Final Wrap-upFinal Wrap-up
Introduction to Process MappingIntroduction to Process Mapping
Use M/S Draw Tools within Excel AppUse M/S Draw Tools within Excel App
Maps to Help Identify Improvement AreasMaps to Help Identify Improvement Areas
www.visual-literacy.org/periodic_table/periodic_table.htmlwww.visual-literacy.org/periodic_table/periodic_table.html
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