The first step in the analysis of a process is to create a process map or flow chart of the current state. This “as is” map represents what happens, not what should happen, or could happen. A useful technique when creating the “as is” is to recall an actual event. In remembering the event, what actually happened? This way you map reality.
The process map is the base from which the analysis begins. Process mapping can be done at three different levels of detail. The least detailed level (5000 foot) is called the Macro. At this level, your process map contains only 2 to 7 steps.
The first step in the analysis of a process is to create a process map or flow chart of the current state. This “as is” map represents what happens, not what should happen, or could happen. A useful technique when creating the “as is” is to recall an actual event. In remembering the event, what actually happened? This way you map reality.
The process map is the base from which the analysis begins. Process mapping can be done at three different levels of detail. The least detailed level (5000 foot) is called the Macro. At this level, your process map contains only 2 to 7 steps. The Macro is useful for seeing the big picture, but is not detailed enough for analysis.
The next level of detail is called the functional-activity level. The title explains the map. There are swim lanes that separate functions (job titles). Inside the swim lane are the activities being performed. The functional-activity flow chart answers both the “who” and the “what” in a process.
If a person were to take one activity from the functional-activity flow chart and expand it into tasks and procedures, you would have the last level of detail. Here we are looking at the level of detail a person would use to train another to perform a specific task.
There are five lenses of analysis. Each lens is a way to look at the process to identify what is working and what is not. The decision on which lens to use is largely driven by the goal of the process improvement effort.
Lens # 1, the customer. What is the purpose of every process? Every process should deliver value to the customer, the recipient of the output of the process. How do we know if the process is delivering value? We ask the customer(s). Initially, segment the customers of the process into logical groupings. Each grouping might have different expectations, needs, or desires regarding process output. Hence it is important to know if the groupings differ.
Now we go to the customers and ask them what do they need, want, require, or desire from this process. Once this list is created, we ask the customer to put the items in ranked order. The next question is, “How well is the process performing in meeting each of these requirements, A through F?” Next, define what an “A” looks like for each requirement. Lastly, if this process deals with external customers, those who provide our revenue, ask how well does each of the competitors’ process perform on the requirements. You should end up with a table that contains these items:
- Ranked criteria
- Current process performance
- What an “A” looks like
- Competitor 1
- Competitor 2
Pay attention to high ranked items where current process performance is low. Also, are we falling behind our competitors on any items? These gaps provide a focal point when it is time to redesign the process.
Lens #2, frustration. There is no law that states work has to be frustrating. In fact, it should be easy to perform and meet our needs for efficiency, safety, and effectiveness. There are multiple benefits to using the frustration lens:
- People get to vent about those aspects of work that are troublesome.
- Frustrations are highly correlated with quality issues.
- When team members solve individual frustrations, buy-in for process improvement soars. (Imagine all the things that are frustrating about your job. Now you and a group of your colleagues design them out. Pretty exciting, yes?)
- Frustrations often point to process design principles that are not in the process but should be.
- A cross functional group becomes a team when everyone gets to express frustrations and solutions are implemented. While process analysis is not designed as team building, it is.
Lens # 3, time. Often the goal of a process improvement initiative is to shrink time. The methodology and tool set most effective in time reduction is lean also known as the Toyota Production System. Lean focuses on all of the wasted time that exists in a process. In addition it’s goal to create a continuous flow of work or information. Batching, waiting, rework, movement, set up, and inspection are attacked in order to free up time. Value adding activities are optimized, while non-value adding activities are eliminated or reduced.
Lens # 4, cost. What does the current process cost? Which steps are most costly in terms of labor, overhead, and material? Which products, services, or customers are most profitable or least profitable? We can answer all of these questions through Activity Based Costing (ABC). Hence the methodology and tool set for the cost lens is ABC. Do you have to justify spending money for a process improvement? The cost lens will give you the data from which return on investment calculations can be derived.
Lens # 5, quality. If it was not done right the first time, quality becomes the issue. The methodology and tool set for quality is Six Sigma. The DMAIC methodology of Define, Measure, Analyze, Improve, and Control is the roadmap for quality improvement. Discover the root cause of problems. Prioritize improvement efforts. Gather data on frequency of occurrence. Error proof processes so that mistakes do not happen again.
How you analyze the “as is” process is a function of the goal of your effort and the lens of analysis. If your goal is time reduction, use the time lens with the lean methodology. If you goal is quality improvement, use the quality lens with the Six Sigma methodology. Each lens has a corresponding methodology and tool set.
As you can see, each lens reveals information. What information do you want in your analysis?
