Lunch and Learn

1. Lunch and Learn Process Mapping: Building Blocks and Basics Shirley Steller July 22, 2014

2. Why Process Map? • To explore and diagnose program performance • There is a disconnect between the way management visualizes a process and what really happens on the ground. • In some cases, part of the process may be unknown to a program, but integral to its outcomes

3. Basic Elements of a Good Process Map • Swim Lanes • Templates and Related Content: • Trigger Events • Support Processes • Inputs/Outputs (and Outcomes) • Measures of Success • Numerizing • Interviews/Shadowing/Reviews • Conducting Analysis

4. A word to the wise… Do highly detailed research, but design for your audience. Final process maps should be easy to understand. Focus on what’s needed to understand your analysis.

5. Swim Lanes • A means of organizing a basic process flow into something that can be analyzed • Create a visual break between different operations or people involved in a process • Can make process maps easier to understand

6. Swim Lanes Example: Hiring Process Source: http://jisc.cetis.ac.uk/crm-tools/process-mapping.html

7. Templates • While not always necessary, it can help to document what you know up front to: • Identify knowledge gaps • Keep a record of the rationale behind your mapping focus • Identify available data • Assist the program in understanding performance measurement issues

8. Template Example Source: Jacka and Keller, Business Process Mapping Workbook: Improving Customer Satisfaction, 2009.

9. Trigger Events • Trigger events begin a process, continue a process or end a process • What makes things happen? • They are key elements to any process map, but not the only ones • Examples: • Visiting a trade show booth • Making a down payment • Receiving a customer survey

10. Relate Trigger Events to Processes Template developed by Jacka and Keller, Business Process Mapping Workbook: Improving Customer Satisfaction, 2009.

11. Support Processes (AKA Additional Events) • These are other processes that need to be in place for a trigger action to ultimately result in the fulfilment of an objective • Example: Applying for an ID card online • Broken link checks and repairs on web site • QA on database system • Maintenance work on IT system • Note that not all support processes will be of interest

12. Inputs/Outputs and Outcomes • Inputs are the materials or information required to move the trigger • Outputs are the final product or material evidence of the process • Outcomes are what the process accomplishes

13. Measures of Success • For evaluation, we have the program’s performance measurement strategy, logic model, etc. • Finding shortfalls in these tools is common as they weren’t developed with the process map in mind • Primary data sources may be available

14. Numerizing(Applying data to your map) • Follow the flow of time, money or people through your map to highlight bottlenecks and effectiveness • Use cost ratios to show efficiency • e.g. Cost per client over the phone versus in-person • Consider ethics before applying ratios (data quality, potential impact, underlying motivation)

15. Example of Numerized Process Flow

16. Interviews, Shadowing and Reviews • Use a standardized questionnaire for interviews, developed and tested with management • If possible, job shadow the front line or find another way to observe the process in motion • Show only the final, visual product to test for: • Appropriate identification of trigger events • Appropriate assignment of roles and responsibilities (especially important with swim lanes) • Confirmation of system stress or “fail points” • Testing of potential findings arising from the evidence

17. Conducting Analysis • The type of process map created will impact analytical potential, so choose consciously • Use process flows with no bells or whistles to explore or test for complexity • Use swim lanes and templates to chart out key events and responsibilities with respect to best practices, international standards, etc. • Use formal methodologies to diagnose (e.g. spaghetti mapping, service blueprinting, RACI analysis)

18. Process Flow Source: National Association of Insurance Commissioners (USA)

19. Spaghetti Map • Used in Lean 6 Sigma analysis, IT projects, etc. • Used to assess relevance of existing networks of options and to identify critical components in wider systems • To what extent are things, people and processes connected? Source: http://line-of-sight.com/general/simple-is-as-simple-does

20. Spaghetti Map Example 2 • Briefing note review process: Trigger: Write note 1. Reviewed by supervisor 2. Revisions 3. Reviewed by supervisor 4. Reviewed by director 5. Revisions 6. Reviewed by supervisor 7. Reviewed by director 8. Approved by director general

21. Service Blueprint • Developed by G. Lynn Shostack in the late 1980s • Swim lanes are used to differentiate between the client experience and supporting processes undertaken by the program • Line of interaction • Line of visibility • Line of internal interaction • Focus is on what happens “on stage” with clients and “off stage” with program. • Designed to detect potential efficiencies as well as “pain points” • Often, the main triggers are all above the line of interaction with supporting processes sitting beneath

22. Service Blueprint Example

23. RACI Analysis • Who is… • Responsible: The individual who actually works on the activity. More than one person can be responsible. • Accountable: The individual with the actual authority over the activity. There should only be one individual who is accountable. An individual can be both responsible and accountable. Even if there is an additional approval required, the individual can still be considered accountable. • Consulted: An individual who is consulted prior to the activity moving forward. This represents two-way communication prior to completion of the activity. • Informed: An individual who is consulted as the activity moves forward, but the activity will not stop for feedback from this individual. A number of people can take the informed role. Source: Jacka and Keller, Business Process Mapping Workbook: Improving Customer Satisfaction, 2009.

24. Example of RACI Analysis Source: http://www.themercers.ca/wordpress/2012/08/

25. A word to the wise… Do highly detailed research, but design for your audience. Final process maps should be easy to understand. Focus on relevant trigger events and summarize support processes that do not add to the analysis out of your final map.

26. Thank you! Shirley Steller Shirley.steller@ic.gc.ca Phone: 613-596-3949

27. Recommended Reading • Business Process Mapping Workbook: Improving Customer Satisfaction • J. Mike Jacka and Paulette J. Keller • Designing Services that Deliver • G. Lynn Shostack, Harvard Business Review, January 1984 • Service Positioning Through Structural Change • G. Lynn Shostack, Journal of Marketing, January 1987 • Services Marketing: Integrating Customer Focus Across the Firm • Mary Jo Bitner and Dwayne D. Gremler Don’t forget Google Images!