Process Mapping and Continuous Process Improvement
Transcript of Process Mapping and Continuous Process Improvement
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Business Process Mapping and
Continuous Process Improvement
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Business process mappingIntroduction
Business process mapping refers to activities involved in defining • what a business entity does, • who is responsible, • to what standard a business process
should be completed, and • how the success of a business process
can be determined.
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Business process mappingMain Purpose
• to assist organizations in becoming more effective.
A clear and detailed business process map or diagram • allows outside firms to come in and look at
whether or not improvements can be made to the current process.
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Business process mappingWhat it does
Business process mapping • takes a specific objective and • helps to measure and compare that
objective alongside the entire organization's objectives
• to make sure that all processes are aligned with the company's values and capabilities.
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Business process mappingSupports Quality Management
The International Organization for Standardization or ISO 9001 encourages a process approach to quality management.
It is important to understand how each process relates to other processes within the organization and how those interactions impact Quality Management.
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Steps of Process Improvement using Process Mapping
• Process identification– identify objectives, scope, players and work areas.
• Information gathering – gather process facts from the people who do the work.– process facts: what, who, where, when
• Process Mapping – convert facts into a process map.
• Analysis - work through the map, challenging each step – what-why?, who-why?, where-why?, when-why?, how-why?
• Develop/Install New Methods– eliminate unnecessary work, – combine steps, – rearrange steps, – add new steps where necessary
• Manage process– maintain process map in library, review routinely, and monitor process for changes
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Process: Making Breakfast
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Continuous Process Improvement
Create a system for constant and continuous improvement
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Process Model
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Four Phases of PDCA Cycle
• Plan a change aimed at improvement• Do – Carry out the change• Check/Study the results• Act - Adopt, adapt, or abandon
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Plan: (1) Select Improvement Opportunity
• Generate list and select• Redefine team• Write problem/opportunity/aim statement• Management review and support
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Plan: (1) Select Improvement OpportunityCommon Selection Criteria
• Controllable• Measurable results
identifiable• Achievable• Data available or
easy to capture• Resource availability• Significant importance
• Highly visible– High volume– High risk– Problem prone/variation
• Timely completion• Probability for
success• Team motivation and
involvement• Senior Mgt. support
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Plan: (2) Analyze Current Situation
• Define process/problem to be solved– Identify the customer(s).
• Baseline data• Performance gaps
– Look at benchmarks, standards, regulatory requirements
• Composition of team• Validate problem and statement• Management review
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Plan: (3) Identify Root Causes
• Very important step• Analyze cause and effect relationships
– Fishbone diagrams• Select root cause
– Shared decision making• Unbiased and reliable data to verify
– Baseline data• Management review
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Plan: (4) Generate and Choose Solutions
• Generate list and select solutions– Directly linked to root cause and supported by data– Team brainstorming and shared decision making– Consider best practices– Be honest about barriers– Change is hard!
• Choose best solution based on criteria– Shared decision making is key to buy-in!
• Define and map out solution– Plan to measure (SMART objectives)– Handoffs, resources, outputs, accountabilities
• Management review
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S.M.A.R.T. Objectives• Specific
– target a specific area for improvement• Measurable
– quantify or at least suggest an indicator of progress.• Assignable / Attainable
– specify who will do it– make sure that they can be achieved
• Realistic– state what results can realistically be achieved, given
available resources.• Time-related
– specify when the result(s) can be achieved.
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Do: (5) Map Out and Implement a Trial Run
• Map out a trial run– Communication and education/training are key– Be specific– New forms, handoffs, data etc.
• Implement trial run– Small scale but representative– Tests the intervention on a small scale to ensure
change will produce desired output
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Check: (6) Analyze the Results
• Collect and evaluate results– Team-based analysis and beyond– Flexible and inclusive– Objective and subjective data– Revisit process as it was mapped out– Be honest!
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Check: (7) Draw Conclusions
• Team-based discussion and beyond• Did the desired change occur?
– Did the intervention go as planned?– Was the root cause eliminated?– Are outcomes generalizable?
• What worked?• What didn’t work?• What could be improved/changed?• What did we learn?
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1. Select improvement opportunity
2. Analyze current situation or
process
3. Identify root causes
4. Generate and
choose solutions
5. Map out and
implement a trial run
6. Analyze the
results
7. Drawconclusions
8. Adopt, Adapt or Abandon
9. Monitor;
hold the gains
Start
PDCA Cycle
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Act: (8) Adopt, Adapt, or Abandon the Intervention
• Team-based discussion and beyond• Adopt
– Test again on a larger scale?– Communication, education, and training– Plan to measure
• Adapt– Revise plan and repeat trial– Communication, education, and training
• Abandon– Revisit root cause analysis and/or list of solutions– Need additional/new members on the team?
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Problem Solving: A Continuous Effort
1. Identify problems as an opportunity2. Analyze the problem: to find root causes3. Develop optimal and cost effective solutions4. Implement changes: system wide 5. Study the results: worked or not? Need
adjustment?6. Standardize solution: Keep problems from
reoccurring.
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Continuous Improvement• Build a quality (continuous improvement)
culture. Positive and Constructive.• Drive out fear. • Provide organization-structural assurance for
continuing feedback system.• Respond to customers needs and solve
problems timely.• Standardize the procedure and continuously
improve it.
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Business Process Improvement• https://www.youtube.com/watch?v=_ObR
QRKXLzA• How to read a process map• How to find the '4 key metrics' of any
process. • How to use these to predict and quantify
efficiency, throughput and service level improvements to support a business case for change
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Kai Zen στα Ιαπωνικά
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Kai Zen = Αλλαγή για το Καλύτερο• Αναφέρεται σε δραστηριότητες που
– βελτιώνουν διαρκώς όλες τις λειτουργίες – εμπλέκουν ΟΛΟΥΣ τους εργαζόμενους
• Αφορά επίσης διαδικασίες που εκτείνονται πέρα από τα όρια ενός οργανισμού
• Στοχεύει να απαλείψει τα περιττά βήματα από τις διαδικασίες.
• Εφαρμόστηκε σε Ιαπωνικές επιχειρήσεις μετά τον 2ο ΠΠκαι κυρίως στην Toyota. Από τότε διαδόθηκε σε όλον τον κόσμο, και έχει εφαρμοστεί σε πολλούς τομείς, πέραν των επιχειρήσεων: υγεία, ψυχοθεραπεία, τράπεζες, κλπ.
• Στα Αγγλικά το Kai Zen σημαίνει continuous improvement
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• Kai Zen• https://www.youtube.com/watch?v=osRAr
ZmxG4Q
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Quality Control with Kaizen Method
• A diagram to show the two PDCA cycles. The first cycle is Plan, Do, Check and Act, while the second cycle is a sub-set of the "Do" part, containing Problem Finding, Display, Clear and Acknowledge. These are part of the kaizen method of quality control, and also is used in the Toyota Way.
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Μεθοδολογία Sig Sigma• Σύνολο από εργαλεία και τεχνικές για βελτίωση.
Έγινε από τους μηχανικούς Bill Smith & Mikel J Harry το 1986, στην Motorola.
• Στόχος: η βελτίωση της ποιότητας της εξόδου μιάς διαδικασίας μέσω του καθορισμού και της απομάκρυνσης των αιτιών των σφαλμάτων και της ελαχιστοποίησης του variability σε επιχειρησιακές διαδικασίες και manufacturing.
• https://www.youtube.com/watch?v=7_oWjQfQmZk
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Process Improvement: Six Sigma & Kaizen Methodologies
• https://www.youtube.com/watch?v=ilDAYBR5sQU&t=256s
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Μεθοδολογία Lean• Ένα σύνολο εργαλείων που βοηθούν στον
προσδιορισμό και την απομάκρυνση των «σκουπιδιών» από μια διαδικασία.
• Lean manufacturing κάνει σαφές τι προσθέτει αξία στη διαδικασία με το να ελαττώνει και να απαλείφει οτιδήποτε δεν προσθέτει αξία.
• Το τι προσθέτει αξία στη διαδικασία είναι οποιαδήποτε ενέργεια ή διαδικασία είναι διατεθειμένος να πληρώσει ο πελάτης.
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Lean Six Sigma Methodology• Βελτίωση των επιχειρησιακών διαδικασιών
βάσει των τεχνικών και εργαλείων των μεθοδολογιών Lean και Six Sigma.
• https://www.youtube.com/watch?v=kXRvMAHm8MY
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Business Process Improvement (BPI) and Business Process Reengineering (BPR)
• Και τα δύο ασχολούνται με την αλλαγή στις επιχειρησιακές διαδικασίες.
• Ποια η διαφορά τους;• Ας το ανακαλύψουμε μέσω ερωτήσεων
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Είναι «σπασμένη» η διαδικασία;
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Συνέχεια ερωτήσεων
• Είναι μεγάλη η επίδραση της διαδικασίας στη στρατηγική κατεύθυνση της επιχείρησης;
• Είναι απηρχαιωμένη η διαδικασία;• Είναι πολύ πιο κάτω από «την καλύτερη
στο είδος της» ή την επιθυμητή «παρούσα κατάσταση»
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Απαντήσεις
• Αν η απάντηση στις παραπάνω ερωτήσεις είναι «Ναι» τότε χρειάζεται να γίνει επανασχεδιασμός αυτών των επιχειρησιακών διαδικασιών (BPR).
• Διαφορετικά, αν χρειάζεται αλλαγές για να βελτιωθεί η επιχείρηση, τότε εφαρμόζεται το Business Process Improvement – BPI