An introduction to Participative Process Reviews.

An introduction to

Participative Process Reviews

http://www.lfhe.ac.uk/en/research-resources/itf-projects

An introduction to Participative Process Reviews workshop

AcknowledgementsThis workshop is brought to the HE sector as a collaborative initiative with • Oxford Brookes University (the workshop originator) • Leadership Foundation in Higher Education’s Innovation and

Transformation fund• SUMS Consulting • 6 participating Universities who assisted in piloting the

workshop.

http://www.lfhe.ac.uk/en/research-resources/itf-projects

Professor Zoe Radnor Professor of Service Operations ManagementLoughborough University

Story Courtesy of Being curious helps

http://www.lboro.ac.uk/departments/sbe/staff/profiles/radnorzoe/



Key aim

To equip designated staff teams with the knowledge and skills to conduct a process review

An introduction to Participative Process Reviews

Learning Objectives

By the end of this workshop you will be able

• describe the key stages involved in carrying out a process review in a general context.

• write a robust terms of reference thereby focusing the process review and gaining commitment from key decision makers

• apply effective interviewing and facilitation skills required to engage participants in conducting a process review

• conclude the review through writing a concise report with recommendations

• consider the use of producing process maps using Lucidchart or Microsoft VISIO

• Introduction (aims and objectives)• Session 1: A general approach to process reviews • Session 2: Creating a robust Terms of Reference • Stage 1: Definition stage Stage 2: Plan and prepare• Session 3: Gathering process information • Stage 3: Initial diagnostics • Key skills (interviewing and facilitation) for effective diagnostics

Break

• Session 4: Introduction to process mapping • Stage 4: Defining the current (as is)

Lunch

• Session 5: Stage 5: Design proposal for a new process• Overview of Lucidchart / VISIO

Break

• Session 6: Presenting your proposals for Stage 6: Write report• Session 7: Decisions and next steps

Participative Process Review Workshop Workshop outline

Key workshop booklet (pdf) Curtesy of SUMS Consulting

Session 1: A General approach to process reviews

Process mapping (a definition)

Structural analysis of a process flow (such as an order-to-delivery

cycle), by distinguishing how work is actually done from how it

should be done, and what functions a system should perform from

how the system is built to perform those functions.

In this technique, main activities, information flows,

interconnections, and measures are depicted as a collage on a

large sheet of paper, with different coloured 'Post-it' notes or slips

of paper. This graphic representation allows an observer to 'walk-

through' the whole process and see it in its entirety.

Source Business Dictionary .com

http://www.businessdictionary.com/definition/process-mapping.html

http://www.businessdictionary.com/definition/process-mapping.html

http://www.businessdictionary.com/definition/process-manufacturing.html

Potential uses for process mapping

• To address identified issues• quality of services to students or other customers• performance issues i.e. excessive response times• resource constraints or controlling costs• redress excessive or unbalanced work loads

• To investigate new ideas• enhancing service standards• re-sequencing activities • introducing organisational changes or role changes• exploiting new information systems

• Quality assurance to ensure activities are• efficient and effective (continuous improvement)• aligned to University strategy and policies • benchmarked

Publisher: Harper Collins

No special meal

SAS Airlines: Story example 1

SAS Airlines: Story example 2

Agreed

Stage 3: Initial diagnostics

Establish ToR for the process reviewArticulate objectives (possible problem) (desired outcomes),

scope, stakeholders, time frame, process review team

Stage 1: Definition

Determine who is to be interviewedPlan and prepare schedules, communication et al

Stage 2: Plan & prepare

1 to 1 diagnosticinterviews

Group diagnosticinterviews


1 to 1 Diagnosticinterviews


Establish initial (rough) process map(establish issues, dependencies, risks, stakeholders, equality impacts)

A staged approach to process mapping

NB : also considerQuestionnaires

NB: More than 1 workshop dependingon size and complexityof process

Facilitated Workshop


Current process map and logs used to identify present issues

Stage 6: Write report

Report includes, • Definition of as is process together with proposal for any new process.• Highlights, issues, dependencies, linkages, risks and other key impacts• Recommendations with outline of cost and resource implications

A staged approach to process mapping

Stage 4: Defining the current (as is) process

Stage 5: Design proposalfor a new process



NB: More than 1 workshop dependingon size and complexityof process

May lead to development of project Business Case

Proposed process map and logs used to identify potential requirements, actions et al

The key to good process mapping

“There are three essentials that must be handled well to assure good process mapping.

1. The operating people whose work is being mapped must supply information for the map and must understand and support the reasons for the mapping.

2. The map itself must be organized in a way that enables everyone involved to clearly understand the process.

3. The information that is assembled in the map must be valid”

Ben S. Graham, The Ben Graham Corporation 2006

Participant roles in process mapping

• Process Sponsor (Owner) • may or may not own whole process

• Process Study Review Leader • prepares the brief, • co-ordinates the process review • prepares the final report

• Workshop recorder/loggist • captures the outputs from the workshop day,

• Process Review Team Members • provides experience, knowledge, challenge & creativity

• Process users • should have representation on review team • sample interviewed as part of the process review• Student views should be sought where ever students are end users

Session 2: Creating a robust Terms of Reference

Terms of Reference

• Background• Process review objective• Scope• Criteria for success• Proposed approach • Who is involved

(stakeholders)• Time Scales• Resourcing • Ancillary/supporting notes

An accurate definitionis critical to success

Stage 1: Definition

Process Review Team Activity 1

The team to review and finalise their Terms of Reference(15 mins).

Team to agree their process review Terms of Reference .

• Stakeholder identification

• Communication plan

• Interviews, meeting and workshop logistics

– identifying who to interview – diarising meetings

• Set up process review documentation

– Utilising project management log techniques • Key impacts • Stakeholder • Assumptions • Risks • Dependencies

Stage 2: Plan and prepare

Planning for the review study

• Collation of existing documentation related to the process, examples being – policies, procedures, guidance notes et al – operating manuals/documentation– current forms used – organisation charts – screen shots of web and system applications – database extracts and reports – relevant KPI data

• Collation of any sources of user/customer feedback• Financial costing's associated with process• Carry out initial (basic) SWOT analysis on current environment related

to process. This can be built on in stage 3.

Background preparation

Stage 2: Plan and prepare


1/ The team to produce a list of documentation et al to aid their process review. (7 mins)

2/ Carry out a quick SWOT analysis linked to their chosen Process review area (10 mins).

Session 3: Gathering process information



Establish initial (rough) process map (establish issues, dependencies, risks, stakeholders, equality impacts )

Stage 3: Initial diagnostics




NB : also considerQuestionnaires

An effectiveProcess

Reviewer

Interviewing skillsQuestioning, Listening, Probing

Common sense

Curious & open mindedness

Independent & Detached

Analytical

Presentation& report writing

Challenging

Facilitation skills

An effective Process Study Review Leader

An effective

Facilitator

Creating empathy and trust

Common Sense /Intuition

Observation

Active listening

Intervention Skills

Good atbriefing

Questioning

Neutrality

An effective Facilitator (Behaviours & Skills)

Facilitation skills

A facilitator helps individuals and groups achieve their goals. The Facilitators role• is a neutral servant of the group• does not evaluate or contribute ideas • focuses energy of the group on a common task• suggest alternative methods• protects individuals and their ideas from attack • encourages everyone to participate • helps the group find win/win solutions • co-ordinates pre and post meeting logistics

Key to success: Involving others

Advice from a few leaders in their field

• understand group dynamics (Kurt Lewin)

• be client centered (Carl Rogers) ownership and responsibility for the problem must lie with the client

• be process aware (Edgar Schein) facilitation is a process of helping clients find their own solution self diagnosis achieved by use of effective questioning.

Facilitation skills

clarify ‘Are you saying that … ?’

try to understand ‘Could you explain so-and-so a bit more … ?’

follow through a train of thought

‘You said a moment ago that … if that’s the case, what would happen if … ?’

mirror ‘So what you’re saying is … ?’

open up new avenues ‘Have you explored/thought of … ?’ or ‘Would … be of any help?’

challenge ‘What do you feel most uncomfortable about?’ or ‘What do you feel most challenged by?’

elicit honesty ‘Do you feel you’re making any impact – and if not, what can you do about it?’

unpeel layers, to dig deeper

‘And then what happened … ?’

check out ‘Are we asking helpful questions?’ or ‘What haven’t we helped you with yet?’

Asking helpful and challenging questions to

From: Krystyna Weinstein Action Learning: A Practical Guide Second Edition Gower 1999 p113.


1/ In preparation for session 4 the team to agree a set of ground rules

Session 4: Introduction to process mapping Stage 4: Defining the current (as is)

Process mapping some thoughts

A powerful tool to

analyse current processes

and

designing improved processes

They help facilitate an objective discussion on

Issues related to a current process

Ideas for improved processes

The corresponding conversation is oftenmore important than the process map itself

A pragmatic process map is better than a perfect one

and

Use common language to gain a common understanding

Process maps

Observations from the PPR research initiative

• Reviewing a big process seems daunting until you map it out

• Collaborative nature of the exercise develops an appreciation of what’s involved and the amount of work which goes on within the process

• Inclusiveness and sense of co-ownership fosters engagement and cooperation across teams /depts.

• Great value of having the right people in the room, giving them facilitated time to talk and think things through

• Appreciation of diverse/different roles/responsibilities and perspectives to remove difficulties/obstacles

• Through constructive challenging, simple issues and solutions often become apparent

• PPRs bring out many assumptions which often hinder effective working, these can be discussed and clarified

Standardised Process mapping shapes

Start and end points

A task/activity within the process

Direction of flow

Decision e.g. yes or no

Document

Data

Off page connector

Database access storage

In VISIO

A sub task/sub activity within the process

Next page reference

Process mapping swim lanes

Source image: SUMS Consulting: Participative Process Change, Good Practice Guide


1/ Using the materials provided develop The “as is” process map for your designated process review.

Top tip: hold back from drawing connecting flow lines until near the end of the activity as these often change through discussions

2/ Produce the accompanying session diagnosticsnotes highlighting issues, observations, actions et al

50 minutes (depending on level of complexity of process)

Review your process from a Lean perspective

Waste • How much demand and work is

triggered by failure, rework and duplication?

• Which stages of the process deliver no value to the customer?

• Where is there non-value adding waste in the process

Flow• Is the process “push” (i.e. set items

produced regardless) or “pull” (i.e. customer demanding a service)

• Where are the bottlenecks?• How does the “lead time” (waiting)

compare to the “process time”• How many people and stages are

involved?

Customers & Value• Who are the customers of the

process?• What is the value the process

delivers to these customers?

Perfection.. In an ideal world….• How many process stages would

be required?• How long would it take?• How many people would be

involved?

Session 5: Design proposal for a new process

and an introduction to VISIO and Lucidchart

Demo clip

https://www.youtube.com/watch?v=pLF8LqbWoCs

Process mapping what are we looking to achieve from this map?

• Better end user response /satisfaction• reduce mistakes, rework and errors in communication

• Quicker turn around times• reduce delays, waiting and queues

• Reduce duplication of effort• Introduction of improved systems • Introducing new services • More accurate information • Transferring of functions from dept to another • Reduce antiquated or unnecessary tasks

• We have always done it but can’t remember the reason why (NHS Hospital weekly bicycle stats)

Example prompts


Produce a process map for a proposed new process.

Process mapping

and then “Kaizen”

• a culture of sustainable continuous improvement • an encouragement of continual questioning, review, analysis and

improvement

once you have your process map

Session 6: Presenting your proposals for Stage 6: Write report

Presenting your proposals some thoughts

• Reports will vary depending upon the original need • refer back to the original Terms of Reference

• Prioritise your proposals from most important downwards your proposals should be considered in terms of their • desirability linked to strategic aims and freeing up resourcing • feasibility with regards implementation

• Be as brief as you can be and make it easy to read and understand.

Stage 6: Write report

Report includes, • Definition of as is process together with proposal for any new process.• Highlights, issues, dependencies, linkages, risks and other key impacts• Recommendations with outline of cost and resource implications


Using flip chart and pend outline what will bein your process review report

• Key findings • Key proposals • Next step actions

15 minutes

Session 7: Decisions and next steps

?

Owing to the wide spectrum of variables involved in process reviews this workshop is unable to provide suitable guidance

Decisions need to be made for next steps

Variables include• size and nature of the process under review (Small / Large)• whether a process crosses department boundaries• simple cost effective changes vs large resource investment• is the next step writing a project business case• further investigation required• consult with stakeholders• regulatory considerations to consider• employee relation issues

Over to the Process Review Sponsor


What next?

5 minutes

The end

An introduction to Participative Process Reviews.

Documents

Transcript of An introduction to Participative Process Reviews.