Business Process Mapping E-Book

J. Mike Jacka

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 466

Veröffentlichungsjahr: 2009

Beschreibung

Praise for Business Process Mapping IMPROVING Customer Satisfaction SECOND EDITION "A must-read for anyone performing business process mapping! This treasure shares step-by-step approaches and critical success factors, based on years of practical, customer-focused experience. A real winner!" --Timothy R. Holmes, CPA, former General Auditor, American Red Cross "Paulette and Mike make extensive use of anecdotes and real-life examples to bring alive the topic of business process mapping. From the outset, this book will engage you and draw you into the world of business process mapping. Who would have thought that reading about business process mapping could make you smile? Well, Mike and Paulette can make it happen! Within each chapter, the authors provide detailed examples and exhibits used to document a process. Each chapter also includes a 'Recap' and 'Key Analysis Points' which enable the reader to distill the highlights of the chapter." --Barbara J. Muller, CPA, CFE, Senior Lecturer, School of Accountancy, W. P. Carey School of Business, Arizona State University "Keller and Jacka cut through the drudgery of process mapping with a path-breaking approach that enables the reader to better understand processes, how they work and how they work together toward successful achievement of business objectives. With great style and flair, this book will provide you with a different way of thinking and new tools to assist you in process analysis and improvement. This book is a must-read for auditors, risk managers, quality improvement management, and business process engineers." --Dean Bahrman, VP and Internal Audit Director (Retired), Global Financial Services Companies "Mike Jacka and Paulette Keller show their expertise with the application of business process mapping in increasing customer service and satisfaction in this updated and expanded edition of this popular book. With clear, practical examples and applications, this book shows the writing talents of both authors, and it will be used over and over by those from all lines of industries and professions. Kudos for a job well done!" --Joan Pastor, PhD, Founding Partner, Licensed Industrial-Organizational Psychologist, JPA International, Inc., Beverly Hills, California

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Preface

Introduction

CHAPTER 1 - What Is This Thing Called Process Mapping?

Who Cares about Processes, Anyway?

“Tell Me a Story”: Analyzing the Process

Benefits

The Process of Process Mapping

Process Defined

Drilling Down the Movie

Business Processes as Movies

A Real Business Example

CHAPTER 2 - Process Identification

What Do You See?

Finding the Story

Trigger Events

Naming the Major Processes

Process Timelines

Customer Experience Analysis

CHAPTER 3 - Information Gathering

What You Need to Know and Where You Go to Learn It

Preliminary Information

Process Identification

Process Description Overview

Identifying the Process Owners

Meeting with the Process Owners

What to Discuss

Process Profile Worksheet

Meeting with the Unit Owners

Workflow Surveys

Data Gathering

CHAPTER 4 - Interviewing and Map Generation

Creating the Storyboard (Finally)

Ground Rules

Sticky-Note Revolution

Basic Rules

Conducting the Interviews

Creating a Final Map

Example

CHAPTER 5 - Map Generation: An Example

Try It—You’ll Like It

Unit Level

Task Level

Action Level

CHAPTER 6 - Analysis

Into the Editing Room

Triggers and False Triggers

Inputs and Outputs

Process Ownership

Business Objective

Business Risks

Key Controls

Measures of Success

Analyzing the Actual Maps

Cycle Times

Finalizing the Project

CHAPTER 7 - Map Analysis: An Example

This Is Only an Attempt

Process Profile Worksheet

Analyzing the Maps

The Bigger Picture

CHAPTER 8 - Pitfalls and Traps

Challenges

Mapping for Mapping’s Sake

Lost in the Details

Penmanship Counts

Round and Round, Up and Down

Failure to Finalize

Letting the Customer Define the Process

Leading the Witness

Verifying the Facts

Do Not Forget the Customers

CHAPTER 9 - Customer Mapping

Identify Jobs the Customer Wants to Get Done

Customer Mapping versus Process Mapping

The Steps of Customer Mapping

The Customer Profile Worksheet

Customer Mapping Example

WeTrainU Customer Mapping Example

Spaghetti Maps

CHAPTER 10 - RACI Matrices

Process versus Authority

How Do I Know There’s a Problem?

What Is a RACI Matrix?

Analyzing the RACI Matrix

Expense Payment Process Example

RACI Matrix to Process Map

Process Map to RACI Matrix

CHAPTER 11 - Enterprise Risk Management and Process Mapping

Efficiency versus Effectiveness

Enterprise Risk Management: A Primer

And Now for Process Mapping

The Internal Environment

Objective Setting

Event Identification

Risk Assessment

Risk Response

Control Activities

Information and Communication

Monitoring

CHAPTER 12 - Where Do We Go from Here?

Additional Applications

Control Self-Assessment

Re-Engineering

Training

That’s Not All, Folks!

Index

Copyright © 2009 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data:

Jacka, J. Mike.

Business process mapping : improving customer satisfacion / J. Mike Jacka,

Includes index.

eISBN : 978-0-470-49605-3

1. Consumer satisfaction. 2. Customer relations. 3. Reengineering (Management) I. Keller, Paulette J. II. Title.

HF5415.335.J33 2009

658.8’12—dc22 2009005647

658.8’12—dc22 2009005647

For Kathy and Ralph

Preface

You are looking for a way to create efficiencies. You are looking for a way to analyze the work that is being done. You are looking for a way to provide better customer service. You are looking for a way to provide innovation. In any of these situations, you are ultimately looking for a way to better understand processes.

In business, just as in life, processes underlie everything we do. It is processes that allow us to come to work, it is processes that allow us to complete our work, and it is processes that bring people together to accomplish objectives. The intertwining of these processes ultimately leads to the success or failure of any enterprise. So, we are all looking for a tool that can help us untangle those processes, understand how they work, and how they can work together toward successful achievement of objectives.

Process Mapping is that tool. It allows reviewers the opportunity to get a better understanding of the process, effectively find ways for that process to be more successful, and ensure that true value is being provided to the customers.

Throughout the years, a number of approaches and techniques have used the name Process Mapping. Technically, there is no clearly defined Process Mapping approach, nor is there a wrong or right approach to Process Mapping. Each approach has its merits and may be applicable in various situations.

However, we have found that our approach to Process Mapping has resulted in numerous successful process analysis engagements. These have ranged from quick one-week reviews of small units to multimonth projects analyzing entire operations. We have used this approach in the past and continue to do so. Our success is measured by the continued requests for this type of review.

Not to put too fine a point on it—our approach works.

It may be misleading to call the overall approach we describe as Process Mapping, because the final product—the Process Map—can sometimes be nothing more than a glorified flowchart. (In fact, our working title for the book was Process Mapping: Flowcharting with an Attitude.) But it is the work around those maps that provides the real insight. What we will do is show an entire approach that leads to a holistic understanding of the process under review.

We begin by taking a closer look at processes and what they are. Starting with a concept that is the cornerstone of moviemaking—storyboarding—we show how Process Mapping can drill down into the area under review. While describing the steps used in Process Mapping, insights into how an operation functions will be discovered. This approach includes working with the client to ensure that everyone has a full understanding of the processes involved; learning the underlying concepts behind the process, such as objectives, risks, and key controls; building the actual maps that are the cornerstone of this approach; and using various approaches to help determine how to make the process better. A number of tools are also provided to more effectively complete the various analyses. Finally, we discuss different applications for Process Mapping, the things that can go wrong while Process Mapping, and additional process analysis approaches that work nicely in conjunction with Process Mapping. We also introduce an application of Process Mapping called Customer Mapping, whereby the principles of Process Mapping are more closely tied to the customer.

For some projects, every step in the book is the right answer. In others, just a few sections are necessary. But it cannot be emphasized enough that the approaches, concepts, and practices outlined in this book can be successful. Ultimately, that is what we want to share with you. Through the explanations and examples that follow, we will show you how to use Process Mapping as an effective analysis tool. The approach is simple yet powerful and can be used by anyone who needs to analyze a process—whether you are working within the department, within the company, or externally.

No doubt, when you are finished with this book, you will have a good understanding of the Process Mapping approach, along with a set of tools to help facilitate the project. But you should also better understand how the work that is done helps achieve company objectives and leads to better customer satisfaction. Finally, when you apply these techniques, we are firmly convinced you will find the same successes we have found.

Let us just end by noting that, while we are Internal Audit professionals, the concepts of Process Mapping go beyond the discipline of Internal Audit. Yes, it is a tool for that profession, but anyone who wants to effectively analyze processes will benefit from this approach.

INTRODUCTION

Pinocchioand the World of Business

A film is a petrified fountain of thought.

—Jean Cocteau

In 1938, Walt Disney held a meeting with his animators to discuss an idea he had for the follow-up to his blockbuster Snow White. He brought the entire group into one room, sat them down, and proceeded to tell a story. He began by describing a lonely woodcarver. He told of how the man carved a wooden boy and wished that boy was real. He told of the Blue Fairy who heard the old man and brought the little wooden boy to life, but left him made of wood. He then told of the boy’s heroic struggles—being captured by the evil Stromboli, going to Pleasure Island where he began to be turned into a donkey, and eventually saving his father from the whale Monstro. At the end, he told of the boy’s transformation to a real boy.

The story he told was Pinocchio, based on the book by Carlo Collodi, and Walt Disney intended it to be his next movie. As he told the story, Disney took on the parts of all the characters. He spoke the words. He acted out the scenes. He led the group on the roller coaster ride that would become his next triumph. When the entire story had been spread before them, he told the animators, “Make that movie.”

The animators were thrown the challenge of taking that series of events—Disney’s re-enacted story of the transformation of Pinocchio into a real boy—and making it into a movie. This was a daunting task. Disney had an exact image—from start to finish—of the animated movie he wanted to make. By talking and gesturing and becoming that movie, he spelled out its story. The animators had the challenge of taking that story and making it a finished product. However, a tool already existed that had proven invaluable in the development of cartoons—storyboarding.

Storyboards are large areas (at that time, four-by-eight-foot boards) on which sketches can be pinned. Key steps of the story are drawn and placed in order. As the story is fleshed out, additional drawings are included. If something is wrong, it is discarded. If the sequence is particularly complicated, more drawings are put in for detail. What results is a pictorial flow of the movie’s transformation from beginning to end.

Using Disney’s vision and the existing tools of the trade, the animators succeeded, and Pinocchio became Disney’s second animated feature movie—another smash. The world fell in love with the puppet boy who wanted to become real. They watched as the Blue Fairy brought him to life, as his naiveté caused him to succumb to Foulfellow and Gideon, and as he saved Geppetto from Monstro—a series of actions that led to his final transformation into a real boy.

At its very core, the story of Pinocchio is a process. As all good processes do, it has an input (Geppetto carving a puppet and wishing it were a real boy), it has an output (Pinocchio becoming a real boy), and between those a series of events—the actions—that achieve that transformation. Disney’s animators documented the process of that transformation through storyboarding.

Every individual has many stories to tell. Each of these stories is a process, a series of actions that takes input, transforms it, and produces an output. Some are dramatic transformations, life-altering events that shake and move them. For example, a person may tell a story about surviving an earthquake. The story begins with the earth shaking around the person (the input). A number of actions are taken—grabbing the children, running out of the house, or just falling to the ground. And the final outcome is safe survival. Other stories are less thrilling, but a process nonetheless. Take, for example, waking up in the morning. The alarm goes off (the input), the body goes through a series of movements (the process), and the body eventually is in an upright and (hopefully) alert position (the output). Each story is a process.

In the business world, every company has a story to tell as well. At its most basic level, that story is the transformation of investments into profits. But for that story to reach a positive conclusion, there are a series of more fundamental stories to tell. One story may be the transformation of steel into an automobile, another may be the transformation of a phone call into customer service, and another may be the transformation of computer data into information. But no matter what the process, it is a story told by a group of individuals. Just as each story is a process, each process is a story.

The tool that brings this all together is Process Mapping—storyboarding for the business world. The development of Process Maps comes from the reviewer sitting with an employee who tells the story. As that story unfolds, the reviewer documents the process in a way that will help the employee visualize the transformation that occurs. At the end, the employee can see the finished product and ensure that the story has been told accurately. Each scene can be put together to provide the reviewer with the final movie that is the entire process. Then, much like a director, the reviewer can analyze the finished product to show how to build a better movie, one that does just what Disney hoped Pinocchio would do—result in a profitable enterprise.

Process Mapping is a way to graphically represent the transactions and stories that make up a business. However, just as storyboarding in and of itself is not a movie (rather, it is a tool used to make that final movie), Process Mapping by itself is not a complete analysis. Instead, it is a tool that helps complete the final analysis of the process under review.

What follows is more than just a description of how the tool called Process Mapping works; it is a description of how it works as part of an overall approach to process analysis. We discuss processes and how to drill down into them. We talk about how processes interrelate with other processes and the information that must be obtained to understand them. Then we discuss the actual mapping of a process—how the Process Mapping tool works and how it can be used to analyze the process.

Before us we have a challenge much like that faced by Disney’s animators. Every company is telling a story, and every employee within that company has his or her own story to tell—a scene to share. We, as reviewers, want to learn those stories and understand those scenes in order to find out what is going on. Our task is to take those scenes and come up with the final movie—the overall epic of how initial input leads through a transformation to final output.

Our review has to determine whether the movie is the right length. It may take three hours to tell the story, but if no one wants to sit through a three-hour movie, you will sell no tickets. Likewise, if it takes four months for you to deliver your product, there may be no one waiting at the end to buy it. Does the story require a mini-series, or is a one-reeler enough? Is the process taking three hours to tell a ten-minute story?

Our review also has to determine whether each scene benefits the whole. Anton Chekhov was once famously quoted as saying, “If in the first act you have hung a pistol on the wall, then in the following act it should be fired.” What part of the story is truly needed, and what parts are missing? Does every pistol go off? Is every process necessary to build the final output?

Finally, our movie (as they used to say in vaudeville) has to “play in Peoria.” Even if we have developed the world’s greatest widget in the shortest amount of time, it is useless if the world has moved on to sprockets. Do the customers need the product? Do they need part of it, but not all? If it is unnecessary, what should we be doing instead?

Process Mapping helps us achieve that task, just as storyboarding helped Disney’s animators. And when we are done, we will have a blockbuster, too—an analysis that gives us a holistic view of the process, as well as the cooperation and buy-in of all levels in the company.

We’re ready for our close-up, Mr. DeMille. Lights, camera, action—let the Process Mapping begin.

CHAPTER 1

What Is This Thing Called Process Mapping?

I may not have gone where I intended to go, but I think I have ended up where I intended to be.

—Douglas Adams

Who Cares about Processes, Anyway?

Most companies spend a great deal of time each year developing strategic objectives and goals. High-level objectives are developed that reflect the overall strategy of the company. Business objectives are then developed at the department level to support overall company objectives. Goals are developed to measure the progress toward achieving particular business objectives. And every employee has individual objectives that support overall strategies.

In a perfect world, there would not be any conflicting goals. All department objectives would actually support the company objectives. Every employee would understand these goals and objectives and understand how the work he or she performs contributes to the achievement of those goals and objectives. The company’s plans would be executed flawlessly and the story would always have a happy ending—the wooden company would become real.

However, such happy endings seem far too rare. Strategic objectives may be developed in isolation—from the top and communicated down. Department objectives may be self-serving and may not support strategic objectives. Department objectives may be in conflict with one another. Employees below the management level may not have any idea what the company’s goals and objectives are or how the work they do contributes to the achievement of those objectives. People only see their own story—follow their plot—and have no idea what is going on around them. They do not always understand the company’s or department’s story, and certainly have no idea how they can help achieve that happy ending.