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Analyzing the "As Is" and Creating the "To Be" Process

Presented by Daniel J. Madison, Owner, Value Creation Partners or Shelley Sweet, President, I-4 Process Consulting

Course Description:

Process mapping and analysis can be an extremely powerful diagnostic tool for your organization. By analyzing the flow of work and information you will not only find process issues, but also uncover structural problems, poor controls, and people issues. You will learn to tap into employee frustration to fix processes and get to the root cause of quality and timeliness issues.

In analyzing the "as is" process, five lenses of analysis are used. The five lenses of analysis are customer satisfaction, worker frustration, time, cost, and quality. Each lens reveals aspects of the process that are either working or not. Each lens is linked to a specific improvement methodology such as lean, six sigma, activity based costing, and reengineering. You will learn to use the appropriate tool based on the goal of your effort.

Often people are unaware that process design principles exist. Design principles are distilled best practices from world-class organizations. The author has identified 38 design principles from the past 15 years of research. These design principles apply to work flow, information flow, and job design. By using these powerful design principles, you will be able to create processes that are exceptionally fast, dramatically cheaper, and that produce very high quality products or services. Instead of automating a bad process, use the tools and techniques to dramatically improve a process. Learn to optimally combine process design principles and information technology.

Course Outline:

• What are organizations?
  • People
  • Process
  • Controls
  • Structure
• Where do most organizational problems originate?
• Customer Lens: Creating the Customer Report Card
  • Your process evaluation
  • Breakthroughs
• Flow charting symbols and how to use them
• Process maps and the level of detail
  • Macro level flow chart
  • Functional-activity level flow chart
  • Task and procedural level
• Procedure for making a functional-activity flow chart
• Using the Frustration Lens
  • The five main advantages to the Frustration Lens
• Using the Time Lens
  • Gathering cycle time, process time, and wait time
  • Identifying value-adding activities
• Using the Cost Lens: Costing out a process using Activity Based Costing
  • Calculating true profitability by customer or product
• Using the Quality Lens
  • Basic Six Sigma Tools
• Case studies of the use of process design principles
• Grading Permit
• Explanation of the 38 design principles
• Creating a “clean sheet” redesign
• Linking automation and information technology to your process improvement effort

Course Objectives:
At the end of the seminar you will know how to:

• Analyze processes through five lenses of analysis
• Turn staff frustration into ideas to improve processes, people, and systems
• Gather metrics on cost, quality, and time
• Familiarize attendees with design principles
• Be able to create a dramatically improved process

Instructor Biography:

Daniel J. Madison is a principal in Value Creation Partners, an organizational consulting and training firm. He focuses on helping clients increase value through operational improvement, organizational redesign, lean six sigma facilitation, and strategic planning. Dan regularly teaches courses on Process Mapping, Lean Office, and Analyzing and Improving Operations through the University of Chicago, University of Tulsa, University of Calgary, and California State University, East Bay. He is the author of Process Mapping, Process Improvement, and Process Management, which is the text for this program.

Shelley Sweet is President of I-4 Process Consultants (Ideas, Involvement, Implementation, Impact) in Palo Alto, California.  She facilitates process improvement via lean, six sigma, reengineering, and continuous improvement techniques. Her track record includes over 20 complex projects redesigning processes to eliminate wastes, minimize wait and cycle time, and create customer delight.   Shelley teaches in the executive education programs at the University of Chicago, University of Tulsa, Case Western, and University of Calgary.

Prerequisites:

• A basic working knowledge of the concepts of process analysis
• Familiarity with the technique of process mapping.
• Experience with the basics of group and meeting management

Target Audience/Who Should Attend:
This workshop is designed for professionals that want “hands-on” experience in process mapping, improvement, and management such as:

• IT professionals
• Process improvement teams or task forces
• Department heads
• Quality professionals
• Operations professionals
• Managers and supervisors