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VALUE
IMPROVEMENT
LEADERS
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647 words + 2 activities | 50 minutes (3 to read email, 17 to watch video, 30 to sketch out a process map of the current state)
(special "Heads-up" from Chrissy below...don't miss it!)
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PRINCIPLE
Mapping your processes brings clarity to the complex.
TOOLS
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Process maps with ownership lanes
- Value stream maps (very low detail, should be familiar to you)
APPLICATION
2.
Sketch out a process map of current state (what you know about it) in preparation for a more formal process mapping session with your team.
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Why Process Map
A process map is a visualization tool requires only basic skills and is technically easy. But creating a useful map is hard.
Good reasons to map your process:
- Highlight the issues your effort hopes to improve
- Make it easy to communicate the current or future state
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Process Mapping Rules
It does. But that headline refers to the rules of process mapping and there are only two:
1) It must be easy to understand. If a complex process is represented by an equally complex map, it has missed the mark. Your map should bring clarity to the complex.
2) It needs a purpose. Before you ever begin, figure out why you are mapping. What are you trying to see on your map? Delays? Errors? Travel? Information flow?
Those are the only two rules. We offer some additional guidelines in this video (low detail, pm with lanes, facilitating, 16:49) (this is the same video from the value stream topic; we’re covering the topic more fully here). For instance, to assist in accomplishing Rule 1, we advocate the use of a handful of block shapes and ownership lanes to more easily track ownership changes (process redesign pro tip: the fewer ownership changes, the better) but these aren’t necessary.
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It Has to be Accurate
Is the accuracy requirement a third rule or built into rule 1? Either way, here are two of the most common pitfalls to process-mapping accuracy.
1) Going from memory: By now you’ve read about going to the gemba. Process detail and nuance can be discovered there. Of course, the gemba is rarely amenable to a process mapping session. Start in the conference room (with the front line experts who do the work) and then verify by revisiting the gemba or asking additional process owners to review your work.
2) Mapping the “sposda state”: Sposda is insidious because it poses as the current state. When mapping the current state, it never hurts to remind your team (and yourself) that the intent is to map the process as it actually happens, not the way it is supposed to happen. This may feel like airing dirty laundry and thus it’s tempting to map the sposda state. Help your team past this.
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Precision: Details Details Details.
Go back to Rule 2: Purpose. Turn this rule into a couple questions.
- What process problem are you trying to solve?
- What are you trying to see?
Whatever your answers are to those, they should show up on your map. In fact, purpose is a catalyst for clarity. Too much detail can blur the map’s message; not enough detail and your map won’t be helpful. Discovering the sweet spot takes practice. Some mappers prefer to start low-detail and add details if they discover those two questions remain unanswered.
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Tools to map your process
Software? Shmoftware! Start with Post-its and move to PowerPoint. Visio is powerful and largely drag and drop but its downfall is that most people aren’t familiar with it and don’t even have it installed on their computers (despite it being free for the U employees). So if you send your team a Visio file they won’t be able to edit it. Then you’ll send it as a PDF and they still won’t be able to edit it. They’ll print it, mark it up with pen, scan it, and email it back to you and you’ll edit it. This is known as the waste of over-processing. Just use PowerPoint. Here’s a video to guide you (PM with PowerPoint, 24:09).
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ACTIVITIES
2. Sketch out a process map of current state (what you know about it) in preparation for a more formal process mapping session with your team.
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HEADS-UP: "Wisdom of Crowds" - Next Tuesday with Bob
Greetings value learners,
Next week’s leadership case will be a special discussion with Bob Pendleton about the “Wisdom of Crowds.” In this case, the crowds are improvement leaders that Bob has interviewed in his Accelerate series, The Bobcast. These physicians are among the first wave of value improvement leaders.
Your assignment is to read or listen to at least three of the five interviews, but I recommend all five. Of discussion will be the skills, tools, and relationships that make a difference in value leadership.
Chrissy
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LINKS
Quickly locate all course videos, slides, and previous emails here.
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