Operations Mapping Overview - COMPROSE · Operations Mapping is like “outlining” your operation. Just like we learned in school, you don’t start an outline at the most detailed

Copyright © COMPROSE 2010 1

Operations Mapping Overview

www.comprose.com 800-719-8964

This document provides an overview of COMPROSE’s Operations Mapping methodology, a proven

approach for solving business problems by creating process and procedure “systems” that you can

manage with and train from. A good system LINKs processes to procedures, policies, and detailed

tasks so that everyone has what they need to perform their jobs the best way.


What Problems / Business Goals Do You Want to Accomplish? Most challenging operational problems can be solved if employees have clear direction and the right roadmap.

A good exercise is to audit your operations. You can use COMPROSE’s Business Pain Checklist as a handy tool.

Pinpoint a few key issues and problems that may be holding you back. Then create and deploy a system that addresses the problem.

Some examples include:


What is a good system?

It’s the ROADMAP for running your business.

A good system answers these KEY questions:

What is our goal, expected result? (Why is it important?) How do we get there? (How?) What are the “tricks”? (Nuances) What is best practice? Who does what when? Who is responsible? (Accountability) What do we do if something goes wrong? (Contingencies) How can we improve? Work smarter — not harder? What do we do when things change?

Detailed Task

Detailed Task

Process

Detailed Task

Policies

Business Outcome

Procedure

Procedure

Procedure

Business Goal (KPI) linked to everything needed to achieve that goal.

COMPROSE’s Operations Mapping Copyright 2010


Breaks down into:

Breaks down into:

The Model for a “Good System” Operations Mapping © COMPROSE 2010


Policies are separate but should be linked to processes and tasks. A policy is a guideline or the official position with respect to a topic. Policies do not contain steps or actions. Think of policies as the result of “what should happen” if you take the right actions.

A Process is the highest level description of a task or series of tasks. It gives the big picture and overall work flow of a multi-step task. Answers the question: How does a particular function or area of your business work and what happens. This view helps employees see how everyone works together and how they fit in.

A Procedure (sometimes referred to as “desk procedure” or SOP) is more detailed than a process, but not as detailed as a work instruction. Answers the questions: what happens, in what order, who does what to whom and how.

A work instruction or detailed task that is typically carried out by one person from start to finish, in one sitting. Work instructions change more frequently than processes and procedures. They should be separate, but linked to the other elements.

A Goal is a measurable business outcome such as % error reduction, reduced time, etc

The Model for a “Good System” Operations Mapping © COMPROSE 2010


Applying Operations Mapping Think “big” but start small.

1. Understand difference between Policy, Procedure, etc.

2. Understand how your business works by mapping it out on one page.

3. Decide on an area or business process to start on.

3. Map out the high-level process. (picture + narrative)

4. Break the process actions down into procedures. List the actions for each procedure, identify kick-outs to work instructions. (Operations Map)


Where Should I Start?

A common challenge and question we hear from just about every organization is “I’d like to streamline or systematize my organization

but I don’t know where or how to start.”

Others ask: Is a top-down or bottom-up approach best? Should we start by having everyone write down what they do? How much detail

do we need? The Operations Mapping method answers all of these

questions.

You can start anywhere you want. If you

have a specific project or problem you need to address immediately by writing an SOP,

then by all means do that.

But if you’re like most organizations, your goal is to streamline an entire area or

organization. To do this, you really need to

take a more holistic approach. Starting with one task may box you in. In most situations

looking at the complete operational flow

(top-down approach) works best.

Having employees list or write down what

they do everyday is a useful task and

provides a good way to check that you’ve not forgotten anything, but don’t focus just

on one job title or person as a starting point.

Focusing on specific jobs prevents you from understanding how people interact and functional groups intersect, which is why so many

organizations become “siloed.” (NOTE: You can still group and report

information by Job or Position in Zavanta.)

Business process experts will tell you that serious breakdowns often

occur at the hand-off points, from one group to another. By providing

views across functional groups, you can address these issues and help

everyone understand how their role contributes to the whole.

It is MUCH easier to start with the big picture first and then systematically break the process into manageable building blocks. If

you follow this approach, you’ll end up with a more usable system.

You’ll be able to take any process and walk someone through it from

cradle-to-grave.

Operations Mapping is like “outlining” your operation. Just like we

learned in school, you don’t start an outline at the most detailed level, you start at the

top.

Unlike other approaches such as process

mapping, Operations Mapping also takes

the details into account. Some audiences

don’t need the details, but others do, especially those employees doing the

detailed work. And its at the detail level

where management often lacks visibility and where the wheels can fall off.

Operations Mapping, applied using the Zavanta tool, helps you map out the big

picture as well as the detail and LINK

Policy to Process to Procedure to Detailed

Tasks.

The amount of detail you include in your

policies and SOPs depends entirely on the goal you want to achieve. You should let the desired outcome drive that decision. If the person

performing the job needs the information in order to do the task error-

free and with minimal supervision, then your system should include

that information. If you want to standardize best practices from your star performer, then you should capture all the gottchas and lessons

learned. With a good system that provides all of this information, even

average performers can become stars.

Business Goals

Top-Down? How Much Detail?


A good place to start is to ask: “What business are we in?

“How does our business work?” Hopefully you won’t get 15

different answers!

No matter what business you are in, you can depict it on a

single piece of paper by creating a process map or diagram

like those on the following pages. It doesn’t matter what

technique you use.

This exercise not only helps you define your process and

procedure structure, it will also help EVERYONE

understand the mission and how the organization works.

You have a bird’s eye view of your business on one sheet

of paper.

Taking the 10,000 foot view will help you prioritize and

decide what to work on first. This “one-pager” is a great

starting point for outlining all the actions (processes,

procedures, work instructions) that make up your

operational flow. It also helps you define your numbering

and naming scheme in Zavanta (more on this later).

How does our company work?

Main Customer-Centric Process Area Processes

Mission, What business are we in?

Area Processes

Area Processes

Breaks down into:

Infrastructure & Support

Processes

Typically, you’ll have one main customer-centric process that drives everything else.

That main process then breaks down into your core subprocesses and procedures. Each

process typically has associated Key Performance Indicators (KPI) that measure people

and process performance (call handling time, billing kick-back rate, product defects

rate, etc.)

In addition, you’ll have many support processes that map to departments such as

Information Technology, Human Resources, Finance, Compliance.

Think “big” but start small.


Infrastructure & Support Processes & Procedures

HR / Training

Hire employees

Train employees

Keep Personnel Records

Evaluate performance

Provide salary and benefits

Contracts

Leadgen Process

G&A

Board of Directors

Legal

Trademarks

Community Relations

IT

Disaster Recovery

Technical Support

Internal Systems

Web Marketing System

CRM

1. Develop solutions for market needs.

2. Acquire prospects.

3. Perform sales process

4. Fill orders.

5. Provide product/service (Software, Services, Training)

6. Provide ongoing communication and support to customers.

7. Uncover unmet needs / new problems.

How Does COMPROSE Work?

Mission: We help organizations streamline operations and standardize employee train-ing by creating Process and SOP systems they can manage with and train from.

Finance

Invoicing

Cash Flow

Financial Reporting / Planning

Taxes

Sales Process

Order Fulfillment Process

Program Delivery Process

Main Customer-Centric Process

R&D Process

Customer Care Process

Subprocesses



LOANS

Commercial

Ag

Real Estate

SBA

Floor Plan financing

Leasing

Consumer Loans

Secured, Unsecured

Auto loans

Debt consolidate

Personal

Mortgage Loans

Refi

Home Equity

Fixed

Interest only

Adj rate

Construction

VA Loans

Bridge Loans

Jumbo Loans

Trust

Portfolio Mgt

IRAs

Trust admin

Estates

Custodial accts

Property mgmt Personal Banking

Safety Deposit

Box

Wire Transfers

Credit Cards

Lines of credit

Debit Cards

Cash advances

Traveler’s checks

Internet banking

ATMs

Overdraft

Direct Deposit

Notary services

Cashiers checks

Escrow

Night Drop

Deposits

Checking accounts

Savings

CDs

IRAs/SEPs

Savings Bonds

HR / Training

Hire employees

Train employees

Keep Personnel

Records

Evaluate perform-

ance

Provide salary and

benefits

Handle resignations

Provide support

Compliance/Audit

CRA

US Patriot

RESPA

Home Mort

Disclosure Act

Fair Credit

Reporting

Treasury/Finance

Risk Management

Cash Management

Investment Portfolio

balancing

Marketing/Sales

Advertising

PR

Website

Business Dev.

Accounting / Book-

keeping

Selling Fed Funds

Admin

Statements,

notices

Check recon-

ciliation

CUSIP

IT

Online banking

Gen operations

Help Desk

Applications

QA

Teller Operations

Teller Start-up

Teller End of Day Procedure

Teller Audits

1. Make contact.

2. Assess needs.

3. Apply. (New Accounts)

4. Service.

5. Monitor.

6. Offer new options.

7. Close out account.

Business Banking

Checking accounts

Savings

CDs

Merchant Bank Card

UFIRST

Internet banking

Lending Admin/Reporting

Problem Loans

Reporting to the Board

How Does Our Bank Work?

Mission: Provide leading-edge products and services backed by highly-personalized customer service.

Kicks out to appropriate product.




HR / Training

Hire employees

Train employees

Keep Personnel Records

Evaluate performance

Provide salary and benefits

R&D

Services

Development

Technology and

trends research

Leadgen Process

Ads, Seminars

Partners, etc.

G&A

Board of Directors

Legal

Internal IT

Disaster Recovery

Internal Systems

Certification

Technology

Partnerships

1. Prospect.

2. Assess needs.

3. Evaluate options

4. Recommend offering

5. Purchase, process order.

6. Provide support/services.

7. Uncover unmet customer needs /

new problems.

8. Develop new service offerings.

Mission: We help businesses improve their productivity through “smart” automation.

Finance

Payments & Collections

Invoicing

Cash Flow

Financial Reporting

Sales Process

Order Processing

Program Delivery

Help Desk

Network Administration

Managed Services

Web Automation

Business Continuity

Application Development

How Does Our IT Services Firm Work?




Call Center Operations & Program

Management

Program A

Program B

HR / Training

Hire employees

Train employees

Keep Personnel

Records

Evaluate perform-

ance

Provide salary

and benefits

Compliance/Audit

HIPAA

NCQA

Finance

Marketing/Sales

Website

Public Seminars

Webinars

Direct Mail

Admin

IT

Call Center

Telephony

Help Desk

Applications

QA

1. Contact potential members.

2. Engage and enroll members.

3. Assign to Case Manager.

4. Create plan.

5. Perform follow up.

6. Monitor.

7. Graduate.

8. Provide “self-help” and other resources

Credentialing

How Does Our Healthcare Management Company Work?

Mission: Help clients navigate through the complexity of healthcare through innovative programs and use of preventative approaches.

Tools & Resources

Website

Corporate training and programs




The next page shows a picture of what you want to end up with — a “system”

that you can manage with, train from and that meets compliance.

The example is for banking, New Accounts. The picture illustrates how the

business goal is LINKED to Policy and to a Process that breaks down into

procedures and detailed tasks that roll back up to the top.

Operations Mapping can be used for ANY kind of process. We have had

customers systemize Accounting, Sales, Inventory Control, Project Cost

Estimating, Shipping, Opening a New Clinic, Equipment Maintenance, Disease

Management, Patient Check-in, Fraud Prevention, Claims Processing and

more.

Pick One Area / Process


Here is one example, see Examples PDF for more

Documents

Operations Mapping Overview - COMPROSE · Operations Mapping is like “outlining” your operation. Just like we learned in school, you don’t start an outline at the most detailed