VALUE IMPROVEMENT LEADERS

TOPIC #9

647 words + 2 activities | 50 minutes (3 to read, 17 watch video, 30 sketch out a process map of the current state)

PROCESS MAPPING

PRINCIPLE Mapping your process brings clarity to the complex. TOOLS - Process maps with ownership lanes - Value stream maps (very low detail) APPLICATION 1. Watch the process mapping video (low detail, PM with lanes, Facilitating; 16:49)  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.

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

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.

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.

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.

Tools to Map your Process It starts with Post-It notes, Sharpies, and a big whiteboard. If your team includes someone with good keyboarding skills and the right software, you can project your work and capture it digitally as the conversation happens. Be aware that going straight to digital may interrupt the group mojo: Sometimes a process mapping session goes from good to great, when the team amasses at the board to build the map, sending the facilitator back to the bench.  Speaking of software: Many expert process mappers are Visio-philes but their teams can’t open nor edit Visio files because most people don’t have it installed on their computers. For this reason, I use the PowerPoint. Here’s a video to guide you (PM with PowerPoint, 24:09).

ACTIVITIES 1. Watch the process mapping video 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. 3. Still want more? Here are four listicles on process mapping: A) The 2 Rules , B) Reasons to Build a Process Map , C) Common Facilitation Challenges When Process Mapping , D) Common Technical Challenges When Process Mapping .

LINKS Quickly locate all course videos, slides, and previous emails here .

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Accelerate | University of Utah | healthsciences.utah.edu/accelerate Questions? Email:  kim.mahoney@hsc.utah.edu

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