Participative Process Reviews

http://www.lfhe.ac.uk/en/research-resources/itf-projects

An introduction to Participative Process Reviews workshop

AcknowledgementsThis workshop is brought to the HE sector as a collaborative initiative with • Oxford Brookes University (the workshop originator) • Leadership Foundation in Higher Education’s Innovation and

Transformation fund• SUMS Consulting • 6 participating Universities who assisted in piloting the

workshop.

Key aim

To review the following process

………………………………………

• Introduction (aims and objectives)• Session 1: Review the Terms of Reference (Stage 1)• Session 2: Review initial diagnostic information (Stage 3)• Session 3: Stage 4: Defining the current (as is) process map

Lunch Break

• Session 4: Stage 5: Design proposal for a new process• Session 5: Presenting your proposals (for Stage 6): Write report• Session 6: Decisions and next steps

Participative Process Review Workshop Workshop outline

Agreed

Stage 3: Initial diagnostics

Establish ToR for the process reviewArticulate objectives (possible problem) (desired outcomes),

scope, stakeholders, time frame, process review team

Stage 1: Definition

Determine who is to be interviewedPlan and prepare schedules, communication et al

Stage 2: Plan & prepare

1 to 1 diagnosticinterviews

Group diagnosticinterviews

1 to 1 diagnosticinterviews

1 to 1 Diagnosticinterviews

Group diagnosticinterviews

Establish initial (rough) process map(establish issues, dependencies, risks, stakeholders, equality impacts)

A staged approach to process mapping

NB : also considerQuestionnaires

NB: More than 1 workshop dependingon size and complexityof process

Facilitated Workshop

Facilitated Workshop

Current process map and logs used to identify present issues

Stage 6: Write report

Report includes, • Definition of as is process together with proposal for any new process.• Highlights, issues, dependencies, linkages, risks and other key impacts• Recommendations with outline of cost and resource implications

A staged approach to process mapping

Stage 4: Defining the current (as is) process

Stage 5: Design proposalfor a new process

Facilitated Workshop

Facilitated Workshop

NB: More than 1 workshop dependingon size and complexityof process

May lead to development of project Business Case

Proposed process map and logs used to identify potential requirements, actions et al

Process mapping (a definition)

Structural analysis of a process flow (such as an order-to-delivery

cycle), by distinguishing how work is actually done from how it

should be done, and what functions a system should perform from

how the system is built to perform those functions.

In this technique, main activities, information flows,

interconnections, and measures are depicted as a collage on a

large sheet of paper, with different coloured 'Post-it' notes or slips

of paper. This graphic representation allows an observer to 'walk-

through' the whole process and see it in its entirety.

Source Business Dictionary .com

http://www.businessdictionary.com/definition/process-mapping.html

Potential uses for process mapping

• To address identified issues• quality of services to students or other customers• performance issues i.e. excessive response times• resource constraints and controlling costs• redress excessive or unbalanced work loads

• To investigate new ideas• enhancing service standards• re-sequencing activities • introducing organisational changes and role changes• exploiting new information systems

• Quality assurance to ensure activities are• efficient and effective (continuous improvement)• aligned to University strategy and policies • benchmarked

The key to good process mapping

“There are three essentials that must be handled well to assure good process mapping.

1. The operating people whose work is being mapped must supply information for the map and must understand and support the reasons for the mapping.

2. The map itself must be organized in a way that enables everyone involved to clearly understand the process.

3. The information that is assembled in the map must be valid”

Ben S. Graham, The Ben Graham Corporation 2006

Participant roles in process mapping

• Process Sponsor (Owner) • may or may not own whole process

• Process Study Review Leader • prepares the brief, • co-ordinates the process review • prepares the final report

• Workshop recorder/loggist • captures the outputs from the workshop day,

• Process Review Team Members • provides experience, knowledge, challenge & creativity

• Process users • should have representation on review team • sample interviewed as part of the process review• Student views should be sought where ever students are end users

• Background• Process review objective• Scope• Criteria for success• Proposed approach • Who is involved

(stakeholders)• Time Scales• Resourcing • Ancillary/supporting notes

An accurate definitionis critical to success

Session 1: Review the Terms of Reference (Stage 1)

Process Review Team Activity 1

The team to review and finalise their Terms of Reference(15 mins).

Team to agree their process review Terms of Reference .

Process Review Team Activity 2

1/ The team to review the information gathered related to the process.

2/ Carry out a quick SWOT analysis linked to their chosen process review area.

Session 2: Review initial diagnostic information (Stage 2)

Session 3: Stage 4: Defining the current (as is) process map

Process mapping some thoughts

A powerful tool to

analyse current processes

and

designing improved processes

They help facilitate an objective discussion on

Issues related to a current process

Ideas for improved processes

The corresponding conversation is oftenmore important than the process map itself

A pragmatic process map is better than a perfect one

and

Use common language to gain a common understanding

Process maps

Observations from the PPR research initiative

• Reviewing a big process seems daunting until you map it out

• Collaborative nature of the exercise develops an appreciation of what’s involved and the amount of work which goes on within the process

• Inclusiveness and sense of co-ownership fosters engagement and cooperation across teams /depts.

• Great value of having the right people in the room, giving them facilitated time to talk and think things through

• Appreciation of diverse/different roles/responsibilities and perspectives to remove difficulties/obstacles

• Through constructive challenging, simple issues and solutions often become apparent

• PPRs bring out many assumptions which often hinder effective working, these can be discussed and clarified

Standardised Process mapping shapes

Start and end points

A task/activity within the process

Direction of flow

Decision e.g. yes or no

Document

Data

Off page connector

Database access storage

In VISIO

A sub task/sub activity within the process

Next page reference

Process mapping swim lanes

Source image: SUMS Consulting: Participative Process Change, Good Practice Guide

Process Review Team Activity 3

1/ Using the materials provided develop The “as is” process map for your designated process review.

Top tip: hold back from drawing connecting flow lines until near the end of the activity as these often change through discussions

2/ Produce the accompanying session diagnosticsnotes highlighting issues, observations, actions et al

50 minutes (depending on level of complexity of process)

Review your process from a Lean perspective

Waste • How much demand and work is

triggered by failure, rework and duplication?

• Which stages of the process deliver no value to the customer?

• Where is there non-value adding waste in the process

Flow• Is the process “push” (i.e. set items

produced regardless) or “pull” (i.e. customer demanding a service)

• Where are the bottlenecks?• How does the “lead time” (waiting)

compare to the “process time”• How many people and stages are

involved?

Customers & Value• Who are the customers of the

process?• What is the value the process

delivers to these customers?

Perfection.. In an ideal world….• How many process stages would

be required?• How long would it take?• How many people would be

involved?

Session 4: Stage 5: Design proposal for a new process

Process mapping what are we looking to achieve from this map?

• Better end user response /satisfaction• reduce mistakes, rework and errors in communication

• Quicker turn around times• reduce delays, waiting and queues

• Reduce duplication of effort• Introduction of improved systems • Introducing new services • More accurate information • Transferring of functions from dept to another • Reduce antiquated or unnecessary tasks

• We have always done it but can’t remember the reason why (NHS Hospital weekly bicycle stats)

Example prompts

Process Review Team Activity 4

Produce a process map for a proposed new process.

Session 5: Presenting your proposals for Stage 6: Write report

Presenting your proposals some thoughts

• Reports will vary depending upon the original need • refer back to the original Terms of Reference

• Prioritise your proposals from most important downwards your proposals should be considered in terms of their • desirability linked to strategic aims and freeing up resourcing • feasibility with regards implementation

• Be as brief as you can be and make it easy to read and understand.

Stage 6: Write report

Report includes, • Definition of as is process together with proposal for any new process.• Highlights, issues, dependencies, linkages, risks and other key impacts• Recommendations with outline of cost and resource implications

Process Review Team Activity 5

Using flip chart and pend outline what will bein your process review report

• Key findings • Key proposals • Next step actions

15 minutes

?Session 6: Decisions and next steps

Owing to the wide spectrum of variables involved in process reviews this workshop is unable to provide suitable guidance

Decisions need to be made for next steps

Variables include• size and nature of the process under review (Small / Large)?• whether a process crosses department boundaries?• simple cost effective changes vs large resource investment?• is the next step writing a project business case?• further investigation required?• consult with stakeholders?• regulatory considerations to consider?• employee relation issues?

Over to the Process Review Sponsor

Process Review Team Activity 6

What next?

5 minutes

The end