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York Information Management and Systems
Process Mapping Workshop
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Agenda
2.00 Introduction Why are you here?What is a business process?Why adopt a process view?MethodologyMapping Tools
2.45 Break3.00 Group exercise3.45 Feedback4.15 Summary4.30 Finish
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What is a business process?
“The unique way in which an organisation co-ordinates and organises its work activities,
information and knowledge to produce a valuable product or service”
(Laudon and Laudon, 1998)
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Manage processesSupport processesPrimary processes
What is a business process?
AddProvide infrastructure
and other supportCo-ordinate and
control
Recruit studentsTeach students
Assess studentsGraduate students
PersonnelFinance
ITPayroll
Set directionMake strategy
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Primary Processes
UndergraduateEducation
ResearchApplied
Research &Consultancy
Postgraduate Education - Research
Postgraduate Education- Taught
Develop Proposal
Get Funding
Carry Out Research
DisseminateFindings
Report to Sponsor
Develop Courses
Get Students
TeachStudents
AssessStudents
Graduate
Develop Courses
Get Students
TeachStudents
AssessStudents
Graduate
Get Student
DevelopProposal
SuperviseResearch
Assess
Get Order
FulfilOrder
SupportGet
Funding
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Traditional functional view of an organisation
SALES ANDMARKETING PLANNING PRODUCTION FINANCE OTHER
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Recording exam results
MARKER SECRETARY REGISTRYDEPARTMENTEXAM BOARD
DEGREE CERTIFICATE SIGNATORY
• leaves room for error• encourages
duplication• encourages waste
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The process view ...
ACADEMICDEPARTMENT
PLANNING PERSONNEL FINANCE
?OTHER
.... provides a complete uninterrupted view of how things are actually done.
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Why Adopt A Process View?
• it encourages a customer focus• it allows flexibility needed to meet
changing environment• it makes duplication and waste more
visible• it encourages innovation and creativity• it facilitates cost reduction• it facilitates team ownership• it helps address quality issues
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Process review in other Universities
Aberdeen
Abertay
AstonCranfield
Glasgow
Glasgow-Caledonian
Herriot-Watt
Hull
Keele
Leeds
LeicesterLiverpool John Moores
London Guildhall
Loughborough
Napier
Newcastle-upon-Tyne
Northumbria at NewcastleNottingham Trent
The Open University
Queens University of Belfast
Sheffield Hallam
Surrey
Thames Valley
UlsterUWE
Staffordshire
De Montford Bath
Essex
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Drivers for Change
• Financial pressures
• Growth
• Desire for transparency and quality of information
• Concern over increasing administration costs
• Information systems review and implementation
of new systems
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Success Factors
• Readiness for Change
• Change Agent
• Ownership
• Support from Senior Management
• Communication
• Team’s ability to listen
• Non-threatening approach
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Problems/Barriers
• Structures set in stone
• Lack of leadership and drive
• Politics
• Bureaucracy
• People defend their own interests
• Lack of performance measures
• “Just another initiative” syndrome
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BPR in UK Universities Methodology(Dr J MacBryde, Strathclyde University)
• Phase 1: Planning & Preparation• Phase 2: Understand Existing
Processes• Phase 3: Redesign• Phase 4: Plan Implementation• Phase 5: Implementation• Phase 6: Continuous Process
Improvement & Measurement
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Phase 1: Planning & Preparation
• identify opportunity/need for review• develop and sell business case• communicate• build and train the team• produce a detailed plan including
responsibilities
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Phase 2: Understand Existing Processes
• Identify customer/stakeholder requirements
• model processes• identify value adding activities
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Phase 3: Redesign
• identify duplication and waste• simplify processes• identify where technology can be used• gain consensus and support• identify training requirements• define new working procedures• specify job changes and team roles
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Phase 4: Plan Implementation
• design change management programme• plan implementation
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Phase 5: Implementation
• train staff• pilot redesigned processes and seek
feedback• full scale implementation
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Phase 6 : Continuous Process Improvement and Measurement
• measure improvements and communicate benefits
• set up periodic reviews to ensure processes are still effective
• encourage continuous analytical thinking “why am I doing this? Do I need to? Is there a better way to do this?”
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Why map current processes?
• it shows exactly where existing processes fall down
• it gives you a benchmark • which allows you to measure
improvements • and savings made following redesign
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Requirements for a mapping tool
• easy to learn• guidelines to ensure everyone uses a
common language• show why an activity is carried out• show who does the activity• highlight bottlenecks and waste
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What are you looking for?
• what are the key steps/activities/tasks that are performed?
• how long does the whole process take ?• how long does each task take ?• what are the delays, waiting times etc..• where do bottlenecks build up• question whether each step is necessary
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How do we map processes?
• Structured Systems Analysis & Design Method (SSADM)
• Soft systems methods• IDEF diagrams• Flow charts• Role activity diagrams
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IDEF Diagram
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Flowchart
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Flow Chart
• The starting point of a process is depicted by a circle
• Each processing step is indicated by a rectangle
• the process ends with an oval• a decision point is shown by a diamond• a parallelogram contains useful
information but is not a processing step• arrows show flow (material or information)
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Flow Chart
• good because it has a common language• good because it’s quite simple• an established method used in work study
and quality programmes• drawback is that it doesn’t show why an
activity takes place• doesn’t explicitly show who carried out
each activity
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Role Activity Diagram (RAD)
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Role Activity Diagram (RAD)
• Similar to a flow chart, but it also shows:
• how activities are divided amongst roles• interactions between individual roles• how many roles are involved
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Role Activity Diagram (RAD)
• In a workshop setting:
• Easy to produce using Post-Its• Don’t worry about circles, diamonds etc• Don’t be afraid to get it wrong
- easy to move things around• Don’t write on anything else!
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Process improvement
• we look for waste:– waiting– transport (e.g. internal mail)– inappropriate processing– unnecessary transport– duplication– correction of mistakes– unnecessary controls
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Process improvement
• number of staff involved in steps in the process• time spent by staff on steps in the process• delay time associated with each step• quality measurements such as error rates, customer
complaints etc.• why errors or quality problems arise• what are the value adding steps in the eyes of the
customer• where (location) is each step performed• the number of controls and approvals required - and
reasons why these are needed• any seasonal or cyclical changes to the volume of
transactions
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Some problems with mapping
• teams can get bogged down in existing (“as is”) processes
• which in turn encourages the team to stick with what they know and only look for incremental improvements rather than radical change
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Example Role Activity Diagrams
• Recruitment• Course Transfers• Tuition fees• Accommodation applications
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ExerciseMapping York’s Processes
• STEP 1 Role Activity Diagram for what happens now
• STEP 2 Look for improvements
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Summary
• Did you find it easy or difficult?• Were the start & end of the process clear?• Did mapping the process help in
identifying improvements?• Next steps?