Process Mapping

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Process Mapping

• John R. Grout
• Berry College
• Campbell School of Business
• Mount Berry, Georgia 30149-5024
• jgrout_at_campbell.berry.edu
• Voice [phone]
• Fax [phone]
•  

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Outline

• Processes
• Intro to process mapping
• Why process mapping?
• Process Attributes
• Design emphasis
• Process FMEA prerequisite
• Complexity or difficulty
• Who manages the process?
• Caveats
• More on process mapping

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A definition of process

• A collection of interrelated work tasks,
• Initiated in response to an event
• Achieving a specific result for the customer and
  other stakeholders of the process.

Source Sharp and Mc Dermott Workflow Modeling
2001
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Processes

• Customer recipient or beneficiary of result
  produced by the process.
• Interrelated the completion of one task
  initiates the next task in the process.
• A triggering event, which involves the customer,
  marks the start of the process.
• Achieving the specific result for the customer
• marks the end of the process.

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Processes are supported by enablers

• Workflow design
• Information technology
• Motivation and measurement
• Human resources
• Policies and rules
• Facilities

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Sub-processes

• A process can be made up of processes, often
  called sub-processes
• Defining the process and its boundaries depends
  on your perspective
• The event that initiates a process could be part
  of a larger process.

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Process vs. Task

• Everyday usage no universal distinction
• For our purposes
• Processes involve more than one person,
  coordinated effort is required.
• Tasks involve one person

Theory of ones Every process must be justified
-- why cant the result be achieved in one
activity, by one person, at one time?
Source Harrington, Business Process Improvement
Workbook
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Process maps

• A graphical presentation that document the tasks
  and other aspects of processes
• Familiar version know as flow charting
• Numerous formats or approaches exist
• 2 versions of a process map are common
• As-is the current state of the process
• To-be the goal state of the process
• Widely used. Not widely researched.

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Process Mapping Basics

• Arrows and Icons
• Lots of approaches
• Best for Medicine?

consult
consult
appt
consult
Phys- ical
Mammo gram
consult
Patient
General Practitioner
Phys- ical
appt
consult
Recv
Radiology
Mammo gram
appt
send
Dev- elop
appt
Consult
Sched/ orders
Surgeon
Sched/ orders
Hospital
Error 1
Pathology
Radiological Oncologist
Consult
Medical Oncologist
Consult
Physical therapist
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Likely results of process mapping

• Increased understanding of process,
• Increase consensus about the process,
• Increased visibility into the process.

Those who assume they know the process, without
having mapped it, will probably find surprises
when they map the process.
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Dimensions of process mapping approaches

• Level of detail
• Multi layered (Nested or Hierarchical?)
• Multiple types of flows
• Shows hand-offs (organizational structure)
• Icons
• Logical operators
• Flow time
• User support information

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Identifying risks and hazards Caveats

• In some cases, it is easier for customers to
  define the business process because they are the
  only one who see it all. (Sharp McDermott)
• From customers perspective, the process may
  often involve multiple sub-processes.
• Optimal sub-processes will not result in optimal
  customer processes

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Identifying risks and hazards Caveats

• Optimization of sub-processes usually leads to
  suboptimization of processes
• Sub-processes should be designed to contribute to
  global optimality.
• Carefully crafted sub-optimal (inefficient)
  sub-processes will be required for optimal
  customer outcomes

Goldratt, The Goal, North River Press 1984
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Process MappingFlowchart

• Books on the subject
• Galloway, Dianne (1994) Mapping Work Processes,
  Milwaukee, Wisconsin ASQ Quality Press.
• Harrington, H. James, Esseling, Erik K. C., and
  Van Nimwegen, Harm (1997) Business Process
  Improvement Workbook New York McGraw-Hill.
• Damelio, Robert (1996) The Basics of Process
  Mapping, Portland, Oregon Productivity Inc

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Process MappingTop-Down Process Map

• Sub-processes are listed under each major process
• Minimal graphics could be text-only indenting
  sub-processes in an outline format

Books on the subject Wilson, Ray W. and Harsin,
Paul (1998) Process Mastering How to Establish
and Document the Best Known Way to Do a Job.
Portland, Oregon Productivity Inc.
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Process MappingTop-Down Flow Chart
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3
4
5
1
PSA test ordered
PSA test ordered
PSA test ordered
PSA test ordered
PSA test ordered

• Subprocesses
• Order Written
• Entered in CPRS
• Received in lab

• Subprocesses
• ID patient
• Select proper equip
• Draw blood
• Label

• Subprocesses
• Report Received

• Subprocesses
• Telephone
• Visit setup
• Result

• Subprocesses
• Review
• Centrifuge
• Verify calibration
• Run QC
• Run sample
• Report results
• Enter in CPRS

DeRosier et al. joint commission Journal on
Quality Improvement (28)5 248-267.
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Process MappingIDEF0

• Pronounced eye-def zero
• Meaning boxes and arrows

Source http//www.itl.nist.gov/fipspubs/by-num.ht
m
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Process MappingIDEF0

• Nested or Hierarchical Diagrams

Source FIPS 183 available at http//www.itl.nist.
gov/fipspubs/by-num.htm
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Process MappingIDEF0
Books on the subject Federal Information
Processing Standards (FIPS)183 Integration
Definition for Function Modeling (IDEF0)
http//www.itl.nist.gov/fipspubs/by-num.htm Hunt,
Daniel V. (1996) Process Mapping How to
Reengineer Your Business Processes, New York
John Wiley Sons.
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Process MappingSwimlanes
Books on the subject Sharp, Alec, and
McDermott, Patrick (2001) Workflow Modeling
Tools for Process Improvement and Application
Development, Boston Artech House. Frazier, Jane
C. (2001) Swimlane Process Mapping, Walnut Creek,
CA Frazier Technologies, Inc.
(www.fraziertech.com) Jacka, J. Mike and Keller,
Paulette J. (2001) Business Process Mapping
Improving Customer Satisfaction New York John
Wiley Sons.  

• Flowchart superimposed on a grid
• Grid rows are organizations, departments,
  functions, or individuals
• Grid columns are chronological
• Team or joint activities indicated by boxes

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Process MappingSwimlanes Susans Lumpectomy
appt
consult
consult
consult
consult
Phys- ical
Mammo gram
Patient
General Practitioner
appt
Phys- ical
consult
Recv
Radiology
Mammo gram
send
Dev- elop
appt
appt
Consult
Sched orders
Surgeon
Sched orders
Hospital
Error 1
Pathology
Radiological Oncologist
Consult
Medical Oncologist
Consult
Physical therapist
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Process MappingSwimlanes Susans Lumpectomy
Pre- admit
Surg- ery
Consult
Consult
treat
treat
Request report
Study report
Patient
General Practitioner
Radiology
Surg- ery
Surgeon
Error 1 caught by patient
Pre- admit
Surg- ery
Hospital
send
Pathology
Recv samp
Anal- yze
Type up
Radiological Oncologist

Error 2
Consult
treat
Plan treat
Medical Oncologist
Plan treat
Consult
Physical therapist

Error 2 caught By patient
Consult treat
treat
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Process MappingValue Stream Mapping
Rother, Mike and Shook, John (1999) Learning to
See, Brookline, MA Lean Enterprises Institute
Inc. Tapping, Don, Shuker, Tom and Luyster, Tom
(2002) Value Stream Management Productivity
Press.
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Process MappingValue Stream Mapping
Ordering and Scheduling info
Production task Inventory info
Includes information On elapsed time
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Process MappingValue Stream Mapping

• 24 icon set for lean manufacturing

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Thank You! Questions?