Business Process Mapping
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You can find the presentation that uses these slides below. https://www.youtube.com/watch?v=2H8Pd8Y8PIA
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Business Process Mapping
- 1. Introduction to Business Process Mapping
- 4. Vivian Hessel Director of Technology for Advocates LAF vhessel@lafchicago.org
- 5. Susan Zielke Managing Attorney Eastern Regional Office Land of Lincoln Legal Assistance
- 6. What We’ll Cover • New Offices, Old Processes • What Is Business Process Mapping? • How Does Process Mapping Work? • Getting Started • Panel Discussion
- 7. New Offices, Old Processes
- 8. The Move Downtown LAF had neighborhood offices scattered throughout the city. It decided that, to be more efficient, it had to consolidate into one downtown office.
- 9. Client Intake Became Less Efficient At the new office, the lines were long and moved slowly. The process became unwieldy and frustrating.
- 10. The Process Needed to Change LAF decided it needed to undertake business process mapping.
- 11. What Is Business Process Mapping?
- 12. Mapping Is Part of Process Improvement Choose the process you want to improve Gather stakeholder input Document the process visually (mapping) Analyze and find areas to improve Make changes Evaluate and continue to tweak
- 13. How Is Mapping Helpful?
- 14. You Can Increase Efficiency The visual format reveals redundancy and bottlenecks.
- 15. You Can Improve Service It can help you see areas of confusion or frustration for your clients and can reveal opportunities to offer more value.
- 16. It Can Help You Standardize Processes • Use it for repetitive processes. • You’ll make it easier for new staff and volunteers to learn. • Standardization can improve quality.
- 17. But Have Realistic Expectations Mapping alone won’t improve things. It’s just one step in process improvement.
- 18. How Does Process Mapping Work?
- 19. Start With Stakeholder Input • What’s working well? • What drives you bonkers? • Where do you think there could be improvement?
- 20. Map it Step by Step Use sticky notes on a wall—they’re easy to move around and change.
- 21. Decide what kind of sandwich Assemble sandwich Field trip day? Pack in paper bag Pack in lunch box Place in backpack Making Timothy’s Lunch
- 22. Escrow Process Copyright 2013 SeyfarthLean Consulting, used with permission.
- 23. A Few Tips • Answer who, what, how, and why. • Walk through the actual process.
- 24. If You Want to Get Fancy • Use shapes for different kinds of steps, e.g. diamond for decision point. • Add swim lanes. • Convert to a digital flow chart.
- 25. Keep going Find quick wins, then move to deeper analysis. Remember to implement and evaluate your changes.
- 26. Getting Started with Process Mapping
- 27. Who Should Be Involved? Go beyond your organization’s leadership. Include staff, volunteers, and clients.
- 28. How Do You Choose Where to Begin? Start with what annoys people the most.
- 29. Avoid These Mistakes • Don’t get too granular. • Beware the naysayer. • And don’t underestimate clout.
- 30. Jump In Don’t put it off. Just jump in and see what you learn.
- 31. Panel Discussion
- 32. Questions?
Notas do Editor
- Thanks to Brian Rowe and LSNTAP
- Project management webinar – recording Course on producing webinars starts July 21 3 tech decisions Legal aid experience
- Vivian Hessel, the Director of Technology for Advocates at LAF, is responsible for cultivating the use of technology at LAF, managing agency-wide technology projects and interfacing between the IT Pros and LAF staff. Prior to assuming this position, Vivian worked as a supervisory attorney in one of LAF’s neighborhood offices where she spent her days managing staff, triaging emergencies and parsing out limited resources. In her spare time, she acts as a client, consultant and carpenter for her husband’s home improvement projects, challenges her eleven-year-old daughter to math trivia games and plays hide-and-seek with her six-year-old twins.
- Susan Zielke is the Managing Attorney of the Eastern Regional Office (Champaign, Illinois) of Land of Lincoln Legal Assistance. She has been with Land of Lincoln for 19 years, and been involved in a variety of strategic planning and program-wide projects. She was involved with Land of Lincoln’s business process analysis engagement with Seyfarth Lean around intake and substantive law areas, and has led the charge in following up with the project after its initial phases. She has spoken about BPA and Land of Lincoln’s experience at ABA/IOLTA conferences in Chicago and San Diego, at state-wide events in Illinois, and most recently at the Pennsylvania Legal Aid Network’s Technology Conference in June 2016.
- Description: “Business mapping is looking at the organization through the lens of a workflow of inputs and outputs. Mapping has four main steps, understanding the steps, understanding the goals and risks, understanding what the people in the process think, and finally analyzing all the data gathered. The end result is a chart that captures all the processes and highlights things like idle time or unnecessary repetitive work and suggests a course of action to fix them.”
- This is a made up story, loosely based on a real case.
- Even though there were multiple intake staff Process that worked okay before didn’t work as well anymore And they didn’t all do it the same way
- Have you experienced this? Chat: What’s a process in need of improvement in your org?
- You might have heard of Six Sigma…it’s not just manufacturing assembly lines that can benefit
- When you see everything laid out visually it’s easier to spot the inefficiencies or maybe even find shortcuts
- Maybe you’ve also heard of user centered design – Each staff member involved knows what they have to do and why, but might not understand how the whole experience feels to a client.
- Like in the example of Legal Assistance Foundation – they consolidated offices and found out the intake processes were all different. Mapping standardizes but also defines the areas where people SHOULD use judgment and where they are empowered to make decisions.
- After this webinar you’ll choose a process to map. But don’t stop there, because mapping isn’t enough to change anything. Talk about it, revise it, and so on. Remember process improvement isn’t magical, it’s hard work, and you’ll encounter resistance to change.
- survey, focus group, interview
- (Your first process probably won’t be this complex.) Go from left to right. Use colors if you want, to indicate who is responsible including when it’s a system doing that step, like your payment gateway processing a credit card and sending back confirmation.
- Here’s a simple process with one branching point that leads to different actions: making my son’s lunch for day camp. This process takes FOREVER. Chat: How might mapping it help us discover ways to improve it? *Deciding took 75% of the time and many hidden steps. Consolidated all decisions to Sunday night – weekly menu.
- Another example, this one from LAF. Note the documents linked. Indicates who does what. Branch at 2nd level – received funds or not?
- Who does this step? Who else is present or involved? What exactly do they do? What tools do they use, where do they do it, how fast, what is the quality measure? That is all part of How. Why – what is the desired outcome, what is the trigger? Walking through it is a way to test that you have it documented accurately.
- Animation: click to show comments Swim lanes & colors indicate who is responsible (or what tech system). Arrows show the flow.
- Important: don’t forget the people the process is being done to Also external partners such as agencies you refer to
- That’s a good way to get people excited about process improvement – do something that makes their lives a little better.
- “Mail the document” is a more useful level of detail than “get out an envelope, fold the document, insert it into the envelope, seal the envelope, attach the stamp”. Susan said, don’t choose to ignore the naysayer – doing so can cause all kinds of trouble for the process and any hope of improvements. Another key mistake to avoid in our legal aid world is to not have someone with the authority to keep the process moving – a project manager who actually has authority to call people to action and hold their feet to the fire. It is too easy to get distracted by the next emergency – or the next project.
- Introductions (skip back to profile slides)
- Panelist questions: 1. How much time does this require? 2. Example of a quick win you found after mapping a process. 3. Favorite questions to ask in voice of client and mapping process. 4. What’s an example of an unreasonable goal to have for process improvement? 5. What was the toughest process you had to tackle. 6. What’s the one thing you want people to take away? There are always naysayers who think this won’t be valuable, but they can be won over if you engage them and listen to them.