Visualizing
Information
Institute of Internal Auditors
Calibration Questions
(Show of Hands)
Who currently does process mapping or
flow charting?
How many use process mapping
software?
How many have the M/S Office suite?
Processes Defined Simply
Its simple, you just take something and do
something to it, and then do something
else to it. Keep doing this, and pretty soon
youve got something.
-- Jasper Johns
Our Roadmap
Process Mapping Overview
Choosing the Tool to Use
Reviewing Processes
Considerations
BOLOs
Why Diagram Processes?
"The first step in any organization is to draw
a flow diagram to show how each
component depends on others. Then
everyone may understand what his/her job
is. If people do not see the process, they
cannot improve it."
Paul Batalden quoting W. E. Deming
Two More Views
Any problem can be solved as long as it
is stated properly.
-- Dr. Edwin Land
A problem well-stated is a problem
half-solved.
-- John Dewey
Ways and Why We
Visualize Information
Partial List of Ways
Why
Affinity Diagrams (Fishbone)
The 4 Ms: (Methods, Machines,
Materials, Manpower)
The 4 Ps: (Place, Procedure,
People, Policies)
The 4 Ss: (Surroundings,
Suppliers, Systems, Skills)
Cause & Effect
Control Charts
Force Field Analysis
Graphs/Charts
Pareto
Process Maps
Array information to
enhance knowledge
and understanding
for action.
Process Maps Can Help
Make the invisible visible!
See Relationships Builds Consensus
Compare & Contrast
Perception/Reality/Ideal
Improve Processes
As Is
To Be
Training
Inspections - Audits
Process Map/Flowchart
Step I
NO Step 2
Step 2
NO Step 1
Step 3
NO
Decision?
YES
Stop
YES Step I
Shapes Have Meaning
On Process Maps
Ellipses/Ovals (Terminators)
Rectangles (Steps/Activities)
Diamonds (Decisions)
Torn sheets (Documents)
Large D (Delay)
Arrows show direction/flow
Process Flowchart
Step I
NO Step 2
Step 2
NO Step 1
Step 3
NO
Decision?
YES
Stop
YES Step I
Color Codes
Value added Green
Rework, repair, wait Red
Inspection Yellow
Transport -- Blue
Types of Process Flowcharts
Top-down
Major Steps
Inspections, REwork, Other Quality Issues
Deployment
Clarify Roles/Accountability
Workflow
People, materials, paperwork
System Maps
Top-Down Flowchart
Step I
Step 2
Step 3
Step 4
Ia
2a
3a
4a
Ib
2b
3b
4b
Ic
2c
3c
4c
2d
Deployment Flowchart
(Cross-Functional Flowchart)
A
B
C
What it Looks Like
Define Framework or
Boundaries of Process
What level of detail
Balance
Macro first
Concepts
Get It Down
Right people
Brainstorm all major activities
Determine shapes
Describe process steps
Verb - Noun
Get It Right
Sequence the steps
Terminology
Revise and Edit
Variations
Acknowledge them allResolve what you can
StandardizeNote exceptions
Document RulesWho authorizes deviations?
Identify pre-defined steps
Test
Validate
Use people who were not part of initial team
Seek out harshest critics
Capture their variations
Review, then appropriately incorporate
Ensure correct use of symbols
Decisions may not be obvious
All paths should close (loop) or terminate
A Most Common Gizmo
Microsofts Drawing Tools
Drawing Tools
(Word, Power Point, Excel)
Cost
Most already have M/S Office Suite
Training
Minimal; Tool within an Application
Capability
All Basic (28) Flow Charting Shapes
Standardization
Unified Approach
Portability
Doc Control
Collaboration
Interface with Other Office Applications
A Most Common Gizmo
Microsofts Drawing Tools
But which application?
Excel vs Word
Attribute
Excel
Word
Advantage
Drawing Canvas Unlimited
Page
Excel
Adding Text
Click onShape
Multiple Steps
Excel
Editing Shapes
Universal
EachShape
Excel
Text Alignment
Vertical Centering
User defines
Excel
Shape Size
Width Varies
Fixed
Word
Hyper linking
Cells
Shapes
Word
Tool Bugs
Intuitive; Fewer Quirks
Shapes Shift
Excel
Analysis
Data Dynamic
Static
Excel
M/S Autoshapes
28 Shapes available
Hover to see meanings
Set Defaults
Center Justify
Font Size 10
*To change AutoShapes
2003 Use Draw Menu
2007 App Specific - Excel - Edit Shape
Toolbars
How to create
View
Toolbars
Customize
New (Give it a name)
Click and Drag
desired icons
Can modify for
specific tasks (if
needed)
Office 2003
Office 2003
Office 2007
Helpful Hints
Swim Lanes
Column or Row
Wide border by skinny
Place shapes in wide spaces
Move text vertically in
a cell (Alt + Enter)
Can Copy Shapes
Cntrl C (Cut)
Cntrl V (Paste)
Link to Relevant Metrics
Hyperlink to worksheet
Done via cells (not shapes)
Remember to create a return
path to process map
As Of:
Author:
Similar Processes?
Work most complex (or Vanilla) first
Copy worksheet
Boil off" excess (or add variations)
Make other revisions
Deal with those what if situations
Improving Processes
Basic Steps
Visualize the Process
Identify Types, Numbers, &
Impacts of Problems
Identify Causes for Each
Develop & Evaluate Solutions
Look for Opportunities to
Measure**
What indicates the process is effective or efficient?
Should some parts of the process be examined with a Talley Sheet?
Pareto Chart? A Run Chart? Use sample or All?
Eliminate
Does each step add value? Is there duplication?
Can you eliminate or minimize delays? Inspections? Filing steps?
Are some operations rework?
Change
How can the operation be changed? Different methods? Technology?
Equipment?
Less costly material or service?
Reduce the frequency or the number of people receiving the service?
Reduce the time it takes?
Look for Opportunities to
Rearrange
Is the layout or sequence the most efficient?
Can you eliminate transport steps? Or method being used electronic
vs. physical?
Combine
Can any operations be combined? With a supplier's operation? With a
customer's?
Simplify
What is the simplest way to achieve the objective(s) of the process?
Are the instructions easy to understand?
Imagine
What would be the perfect process?
How much time would it take?
A sub-process flow chart?
Can you flowchart it?
BOLOs
1.
Assumptions
Challenge all assumptions: It's easy to forget
that a process step was based on one or more
assumptions and not fact.
2.
Changes
Idiosyncratic change (or) changes made to be
creative or for some other reason that are NOT
linked to the business plan or a business need.
3.
Duplication
Duplicate data entry.
4.
Duplication
Duplicate work steps in another group.
5.
Flexibility
Can the process respond to changes in
customer/technology requirements?
6.
Forgot how, or
too complex
Mistakes because of a complex-clerical
procedure or mistakes because people forgot
what to do: Consider job aids: list, checksheet,
flowchart, picture, etc.
7.
Intermediaries
When you hear words like "coordinate," "pass it
by me first," "expedite" and "liaison," question
whether the intermediary step is value added.
BOLOs
8.
Lack of
consequences
Standards not followed and there is no
consequence or negative feedback.
9.
Old ways
Tools/software available that is not used because
people have not taken time to get trained or do
not want to.
10.
Old ways with
new tools
Lots of steps in software that are just replicating
the old by-hand process.
11.
Paper records
Is the process adding, maintaining or eliminating
paper records?
12.
Quality Control
QC of work when the "supplier" could have
checked and sent 100% ok input to you.
13.
Quality Control
QC is when someone else checks work not when
someone checks their own work.
14.
Quality Control
When talking about QC consider Poka Yoke
Can the work be mistake proofed to make it
impossible for the defect to be passed on?
BOLOs
15.
Quality control
Is the QC really needed? Prevention instead
of detection is the desired process.
16.
Repetition
Can repetitive work be automated?
17.
Resistance
Do people make changes rather than "stick
with the standard" or do they do what they
want to do?
18.
Resistance
Someone continually saying this won't
work, can't make any changes.
19.
Scalability
Is the process limited to the current
workload? Is it scalable to handle a larger
volume of work?
20.
Specifications/
every time like
first
Developing specifications each time
something is done instead of the first time
as a standard or template
21.
Supplier input
Input supplier sends inaccurate/incorrect
input.
Bonus Round
Status:
AASystem
SystemView
View
Feed Forward to Member
Feed Forward from
Supplier
Supplier
Inputs
Member
Output(s)
Feed Back from Member
Feed Back to Supplier
Supplier Gap Analysis
Supplier Specs:
We Get:
Process Gap Analysis
Process Specs:
We Get:
Member Gap Analysis
Member Expects:
They Get:
Shapes for Audit Processes
Which Aisle?
Candy or Produce?
51
57
44
Closing Thoughts
Accuracy is important
Are you looking at symptoms or root causes?
Consider other situations
Out of the ordinary
Emergencies
Measures should be meaningful to users
Get a feel for best / worst cases and what is the
average. How many of each?
Leading indicators are better than lagging ones
Final Wrap-up
Introduction to Process Mapping
Use M/S Draw Tools within Excel App
Maps to Help Identify Improvement Areas
www.visual-literacy.org/periodic_table/periodic_table.html
Application
Incorporation
Distillation
Collection
