Process Improvement

What is covered in this course?

Introduction

Introduction Fundamentals of PI Types of process in PI

- What is covered in this course? - What is PI? -Overview.

- What is the purpose of this - The importance of PI. - As-is process.
course? - Triggers and types of PI. - To-be process.
- Value-add vs. non value-add. - Realised process.
- What is a process map?
What is covered in this course?
Introduction

Process analysis terms The process of delivering PI Process mapping tools

- Overview. - Identify the process. - Overview.

- Takt time. - Map the as-is process. - Swim Lane.
- Cycle time. - Identify VA & NVA. - SIPOC.
- Lead time. - Map the to-be process. - Value Stream Map.
- Bottleneck. - Gap analysis. - Time Value Map.
- Rework loop. - Map the realised process. - Value Add Chart.
- Test the new process. - Spaghetti Diagram.
- Provide wider updates.
What is covered in this course?
Introduction

Live demonstration of process

improvement

Case study Close out

-
The current process. - Review of key learnings.
- Key metrics. - Hints & tips.
- The ask. - Thank you.
- The reform.
- Recommendations.
- The delivered process.
What is the purpose of this course?
Introduction

Introduction

- What is covered in this course?

- What is the purpose of this
course?
What is the purpose of this course?
Introduction

- It was compiled by an instructor who has worked in Business Improvement for many years.
- Key to many of the changes I have embedded in the companies I have worked for is process improvement.
- In this course, you will establish exactly what process improvement is, the process you need to follow to instigate and
action it and how to physically complete it.
- The course seeks to show you the real value adding nature of process improvement and its power to remove waste and set
organisations up for success, both now and in the future.
- This course will demonstrate how to visualise a process effectively using Visio, how to identify waste in a process and
the steps you need to take to ensure your improved process delivers.
- It will also give you the right process mapping tools to use, and the knowledge of when is the right time to deploy those
tools.
- At the end of this course, you will be able to deliver effective process improvement for the organisations you work for,
whether that be continuous improvement or ad hoc.
What is PI?
Fundamentals of PI

Fundamentals of PI

- What is PI?
- The importance of PI.
- Triggers and types of PI.
- Value-add vs. non value-add.
- What is a process map?
What is Process Improvement?
The fundamentals of PI

- Process improvement is the proactive task of:

1) Identifying a process is in need of reform or improvement.
2) Analysing this process to see what issue needs addressing.
3) Changing key aspects, steps or tasks in a process to improve its overall performance.

- It is all about moving something from one state to another, with that shift taking it from a state that is not operating as effectively as
it could to one that is.
- It is about removing waste, making processes and the people who work within them more productive and efficient.
- It can be both a continual effort, something where you make amendments and improvements regularly. It can also be a one off
exercise, where you conduct a review, deliver recommendations and work on them.
- Process improvement is about mapping out the full end to end of a process, identifying where it is going wrong or
where it could be improved and acting upon that.
The importance of PI
Fundamentals of PI

Fundamentals of PI

- What is PI?
- The importance of PI.
- Triggers and types of PI.
- Value-add vs. non value-add.
- What is a process map?
The importance of PI
The fundamentals of PI

- Process Improvement can be deployed in many ways, for many reasons and with many outcomes.
- However, the importance of the why behind process improvement remains consistent.
- Process Improvement is important for the following reasons:

It keeps organisations fresh. By It can accommodate growth. By removing

continually improving processes in waste from processes regularly and seeking
an organisation, the company can to keep them lean, process improvement
remain agile and innovative as the ensures that as organisations grow they do
organisation evolves and grows. not get bloated and slow down.
Morale boost for staff. Employees like
working in environments where the
It reduces cost. This can be current and future work they’re doing is adding value,
cost. If you have lean enough processes, you processes are effective and productivity
can often have less staff. It also means as you is high. This can vastly reduce turnover.
grow you may not necessarily have to hire
new people each time.
Good employee development. Being able to
identify and reduce waste consistently is a good
skill for employees of a business to have. They
can deploy this mind-set to many areas of the
business.

- Process improvement has many benefits to list, but keeping an organisation lean, agile and effective should always be the central aim.
Triggers and types of PI
Fundamentals of PI

Fundamentals of PI

- What is PI?
- The importance of PI.
- Triggers and types of PI.
- Value-add vs. non value-add.
- What is a process map?
 Triggers and types of PI
The fundamentals of PI

- The reasons for a process improvement being required and the types of process improvement project that follows can vary. Below are a
breakdown of the different types of both:

Audit review. A recommendation report has been filed after a consultant (internal or external)
has reviewed the processes. This could recommended wide scale process reform.

Continuous process review. Give the process an owner who reviews its effectiveness
and outcomes on a regular basis. When something needs changing, this is amended
immediately.

Directive from management. Management may ask for X number of FTE to be

reduced from the wage bill and therefore process improvement is the first port of
call.
 Triggers and types of PI
The fundamentals of PI

Automate the process. This form of process improvement seeks to shift all or some of the
current process into an automated solution. This removes the human element wherever
possible.

Brand new process. This could involve the complete dismantling of an old process and starting
from scratch or building a new process. New processes can often trigger improvements in
other processes.

Shift the process. If a process or wider department is moving location, often processes will
be reviewed before during or after the transition. We can lift and shift, reform and shift or
lift and reform.

- The need for process improvement can be triggered very easily and the type of improvement required will become apparent as you
move through this process.
Value-add vs. non value-add
Fundamentals of PI

Fundamentals of PI

- What is PI?
- The importance of PI.
- Triggers and types of PI.
- Value-add vs. non value-add.
- What is a process map?
Value-add (VA) vs. Non value-add (NVA)
The fundamentals of PI

Value-add Non value-add

Value-add steps must meet three criteria: Non value-add steps are defined as:
1) The step must change the form or function of the product or service. 1) A step that does not affect the form or function of the product or service.
2) The customer must be willing to pay for the change. 2) The customer is not willing to pay for the change.
3) The step must be performed correctly first time. 3) The step includes rework.

Examples: Examples:
Development, shipping a product, packaging the product, receiving the order, Peer reviewing, checking, moving product, quality assessments, reporting, sending
invoice creation, building the service. data, multiple sign offs, adding order to logs.

Non value-add (but necessary)

Non value-add steps which are necessary refers to those steps which:
1) Are legal requirements.
2) Are governance requirements.
3) Are company requirements.

Examples:
Send information within 24 hours due to California State law, sign off by
governance committee required.
What is a process map?
Fundamentals of PI

Fundamentals of PI

- What is PI?
- The importance of PI.
- Triggers and types of PI.
- Value-add vs. non value-add.
- What is a process map?
 What is a process map?
The fundamentals of PI

Parental leave schedule

Last updated: 10/10/21
- Process maps are central to any process improvement
Colleague
Business /

Request schedule
initiative.
vai ticket
- They are a visual representation of the process you are looking to
improve and therefore make improving it, easier.
- They show the functional steps arranged into a logical
Check if we have the Create SSL, send Is the schedule
sequence, highlighting the flow of data and work.
Yes Send to colleague
certificate and leave Yes MatB1 in CROOM correct?
- This can be used to identify the resources, the measures and
Payroll Team

date data ticket

No the departments involved.

No
- It can also be used to show bottlenecks and rework loops.
Request ADP to re
do schedule - Process maps are really important to have for all of your
Go back to
colleague to gather organisations processes. It makes reforming a process easy as you
evidence and dates
do not need to spend time mapping.
- There are various formats, such as a swim lane
Payroll Provider

flow (like the one displayed) and Value Stream

Create the schedule map to name a few.
Overview
Types of process in PI

Types of process in PI

-Overview
- As-is process.
- To-be process.
- Realised process.
The three types of process in PI
Type of process in PI

As-is Process To-be process Realised process

a.k.a. Current state a.k.a. Desired process a.k.a. Future state process
As-is process
Types of process in PI

Types of process in PI

-Overview
- As-is process.
- To-be process.
- Realised process.
Process 1: As-is process
Type of process in PI

- When you first look to improve or reform a process, you need to map out (or analyse one already created) the process as it currently
stands. This is called the “as-is” process.
- The as-is process details exactly what happens in the process as it current stands.
- This will include rework loops, handovers to other departments, data flows etc.
- You should not map out what the process should look like, it needs to show exactly how it operates today.
- The process needs to show the entire flow of work, from end to end, so you can see how any changes to this process map impact
others up or down stream.

- How to map this and what to look out for will be discussed later in this course.
To-be process
Types of process in PI

Types of process in PI

-Overview
- As-is process.
- To-be process.
- Realised process.
 Process 2: To-be process
Type of process in PI

- Once you have mapped and analysed your as-is process, you need to think through what you want your ideal process to be. This is
what we call the “to-be” process.
- The to-be process is the process you are aspiring to – the perfect process you see operating in replacement of the current process.
- This process is what you would want if there is nothing stopping you from having it. No pushback from others, no legal restrictions
or rework loops – the ideal process.
- You must envisage this process when analysing your as-is process. This should be quite easy to do, as you'll see everything not going right
in your current process and can drop that out of the process to reveal your ideal process.
- Once you have identified what steps need removing to take this process from your ideal process to your actual process, you need to
work out how to remove them safely.

- How to map this and what to look out for will be discussed later in this course.
Realised process
Types of process in PI

Types of process in PI

-Overview
- As-is process.
- To-be process.
- Realised process.
 Process 3: Realised process
Type of process in PI

- This is the final process you will need to map. Here we have identified our current state, what we want that to be and what we were
actually able to deliver and realise. This is our realised process.
- The reason we don’t stop at to-be process is because it is often the case that you cannot deliver the to-be process.
- This could be because certain legal requirements mean various steps cannot be removed from the process or certain non value adding
steps like peer reviewing must remain from a control perspective.
- This process would be created once you have done a gap analysis on your first two processes – how to get from our as-is to our to-be. This
is the result of that work.
- This is also the process where you will need to identify what control measures need adding in to stabilise the process, it will need to be
tested and constantly reviewed.

- How to map this and what to look out for will be discussed later in this course.
Process analysis terms
Overview

Process analysis terms

- Overview.
- Takt time.
- Cycle time.
- Lead Time.
- Bottleneck.
- Rework loop.
Process analysis terms
Overview

TAKT TIME LEAD TIME REWORK LOOP

CYCLE TIME BOTTLENECK

Process analysis terms
Takt time

Process analysis terms

- Overview.
- Takt time.
- Cycle time.
- Lead Time.
- Bottleneck.
- Rework loop.
Takt time
Process analysis terms

- We can define takt time as being the rate at which you need to complete your product to meet a customers demand or order.
- To work this out, you need to divide the production time you have available by your customer demand.

Total available production time

Takt time =
Average customer demand

- Example:
A factory which compiles pre-assembled shelving units for its customers receives an average of 5 orders per week. You have:
1) A 5 day week.
2) A 7 hour 30 minute day (or 450 minutes).
3) A 37 hour 30 minute week (or 2250 minutes).

- To work out your takt time, you would divide the number of minutes you have available for that week (2250) by the average
number of orders for that week (5). This gives you a takt time of 450 minutes.
2250 minutes a week / 5 orders received = 450 minutes Takt Time (time to deliver the product)

When working this out, make sure your “week” represents a “working week”. So, if your staff work 9 – 6 this would be 9 hours, but you would need to remove breaks and time when they
are not actually working on the product. Also, identify if you want to work out takt time by the day or the week, depending on your product.
Process analysis terms
Cycle time

Process analysis terms

- Overview.
- Takt time.
- Cycle time.
- Lead Time.
- Bottleneck.
- Rework loop.
 Cycle time
Process analysis terms

- We define cycle time as being the actual time you spend working on producing your item or service for the customer.
- This is not from when the order comes in, but from when the first task on producing that product is started, through to when
the last task on producing that product is completed.

Cycle time = Finish time Start time

Example:
A factory which compiles pre-assembled shelving units for its customers receives a new order from a customer.
1) The order comes in at 7.30am.
2) The team begin building the product at 10am.
3) The team complete the final step on the product at 4pm.

- To work out the cycle time, minus the start time from the finish time. So in our example, 4pm – 10am is 6 hours. Therefore, we
have a cycle time of 6 hours (or 300 minutes).
Cycle time includes value added time and non value added time. So even if a break or some downtime exists between the start and finish time, this is included in the overall cycle
time calculation.
Process analysis terms
Lead time

Process analysis terms

- Overview.
- Takt time.
- Cycle time.
- Lead Time.
- Bottleneck.
- Rework loop.
 Lead time
Process analysis terms

- We define lead time as being the time it takes you to satisfy a customer’s order from the moment the order comes in through
to when the product is in the customer’s hands.
- Where as cycle time looks at the physical time spent on producing the product, lead time looks at the entire product journey,
including the customer purchase, ordering of materials and delivery of final product.

Time product reaches customer

Lead time =
Time order placed

Example:
A factory which compiles pre-assembled shelving units for its customers receives a new order from a customer.
1) The order comes in at 7am.
2) The team begin building the product at 10am.
3) The team complete the final step on the product at 4pm.
4) The product reaches the customer at 7pm.
- To work out the lead time, minus the time the order was placed from the time the product reached the customer . So in our
example, 7.00pm – 7.00am is 12 hours. Therefore, we have a lead time of 12 hours (or 720 minutes).
Lead time includes value added time and non value added time. So even if a break or some downtime exists between the start and finish time, this is included in the overall lead time
calculation.
Process analysis terms
Bottleneck

Process analysis terms

- Overview.
- Takt time.
- Cycle time.
- Lead Time.
- Bottleneck.
- Rework loop.
Bottleneck
Process analysis terms

- When we refer to a bottleneck within our process, we are indicating that there is some form of constraint that is hindering
performance.
- We are not able at full efficiency to deliver our product or service.
- Some bottlenecks are easy to spot and fix, others less so.
- Often, our bottleneck will be that within our process that requires the longest time to deliver its part of the operation.

Example:
A factory which compiles pre-assembled shelving units for its customers has an average lead time of 12 - hours (the time between
the order coming in and the customer receiving the finished product).
- You map out and analyse the process of delivering this product and find 4 key parts to this process:
1) Processing the order – this take 10 minutes.
2) Assembling the materials – this takes 6 hours.
3) Building the product – this takes 4 hours.
4) Delivery to customer – this takes 110 minutes.
- From this, it would appear we have a bottleneck within the assembling of materials stage of the process.
- IF we could investigate this and deploy Lean Management principles here to speed up this process, the efficiency and
throughput of our process would increase.
Process analysis terms
Rework loop

Process analysis terms

- Overview.
- Takt time.
- Cycle time.
- Lead Time.
- Bottleneck.
- Rework loop.
 Rework loop
Process analysis terms

- We define rework looks as any time within a process where defects and certain wastes are occurring.
- If you find you have a process where someone is having to go back and repeat steps OR fix something before they can re-try this step
and move forward, you have found a rework loop.
- The clue is in the name. It is work, but redone again.

- Rework loops can occur because:

- Something has broken in the process.
- The process has been amended upstream and no one has told you.
- The customer requirements have changed.
- People have added in new steps to cut corners.
- The system being used is no longer fit for purpose.
- General miscommunication.
Overview
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
The 8 process steps
The process of delivering PI

Identify the process Map the as-is process Identify VA & NVA Map the to-be process

Gap analysis Map the realised process Test the new process Provide wider updates
The scenario
The process of delivering PI

- We have been asked to look at the Processing of invoices process.

- The process sits within the Finance Team, therefore we know we will need to engage and workshop
with that team.
- There have been a number of indications recently that the process is not delivering the way it should
deliver.
- As we go through the next 8 steps in this process improvement project process, we will use this
scenario.
Identify the process
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
Step 1: Identify the process
The process of delivering PI

- The first step in initiating process improvement is to identify that there is indeed a process in need of improvement.
- This can be done in a few ways:
1) There is a red flag! SLA / KPI performance is falling, customer complaints are rising, money is being lost etc.
2) Colleagues are unhappy. This can identify a lot of waste in a process or rework.
3) An audit or review. A regular audit of certain processes each quarter or so is wise. This can highlight ineffective processes or
processes that are beginning to have issues.
4) The process is moving. When relocating work, many eyes will be on the processes shifting.
- This step should be fairly easy as there will always be a process in need of improvement somewhere. Indeed, this will be the aim of
continuous improvement work.
- If you identify many processes, tackle these one at a time.
Step 1: Identify the process
The process of delivering PI

Indicator Desired state Current state Requires change?

100% of invoices processed in 7 60% of invoices processed in 7
SLA / KPI days days

95% satisfied – extremely 55% satisfied – extremely

CSAT
satisfied satisfied

95% satisfied – extremely 35% satisfied – extremely

ESAT satisfied
satisfied

99% of transactions error / 81% of transactions error /

Errors
defect free defect free

Process performance 80% of process performance

Control metrics consistently inside control limits within control limits

Handling time per invoice 10 Average handling time per

Time taken minutes or less invoice currently 30 minutes

This list of indicators is not exhaustive, and what is included in the analysis will depend on the organisational requirements.
Map the as-is process
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 2: Map the as-is process
The process of delivering PI

- Once you have identified your process in need of improvement, gather together the team who work in the process or a few key SME’s
and map it out.
- In this workshop, try not to have too many people – you only need 1 or 2 people who know the process well.
- For this to work, you need to do the following:
1) Identify the key SME(s). Work with the team leaders to identify the best person or persons to map this process out. Approach
them and get them on board.
2) Establish why you are doing this. Let the SME(s) know the aim of the session, what you expect from them and what the desired
outcome of the process mapping session will be.
3) This will include telling them how extensive the mapping needs to go, if you need to include other departments, if you need
to identify data flows, how high or low level the map must be etc.
4) Walk through the process. Let the SME(s) take the lead in walking through the process. I map it out on Visio as they are talking through
it as this saves time later, but you could use post-it notes and a board.
5) Validate the map. Have the SME(s) run through it again at the end to ensure all is covered. Be sure to ask questions along the
way. “Where does this come from?” “Who does that go to?” Etc.
- At this stage, you just want to see the full end to end process, not where the issues lie.
 Step 2: Map the as-is process
The process of delivering PI

Processing of invoices (Finance Process)

- Identify the key SMEs of the
wider process.

Client
- Run a process mapping Complete invoice
form
Upload invoice
form to portal
Check all data
correct
Submit invoice
form
Complete
amendment of
invoice form
Send amendment
form back to
requestor

workshop involving all key SMEs.

Invoice portal
- Identify: Process data

• The starting point.

• The end point.
Is any

• The key steps in between. Extract invoice

from system
Check invoice has
all correct
information
information
missing /
Yes
Go back to the
client to request a
re-submittal
Review the
information

Billings Team
incorrect?

• The hand offs. No

Review invoices in
system to be
approved
Approve invoices
Generate
completion report

• The departments involved. Send to accounts Respond to the

payable to sign off query in full

• The key decision points.

• The flow of data through the Go back to the
Review the invoice
Yes
process.
Accounts Payable

Any issues? Billings Team and

case
query

- Build out the process map in No

Hand over to the

flowchart format to identify the Head of Finance

for final approval
Respond to the
query in full

key people involved clearly.

- Ensure people map the process Review the invoice
case
Any issues? Yes
Go back to the
Accounts Payable
Team and query

as it is currently run and NOT

Head of Finance

No

how it should be run. Sign off the

invoice
Identify VA & NVA
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 3: Identify the VA & NVA
The process of delivering PI

- Once you have mapped your current process, you need to start identifying those steps which add value and those which do not – as well
as any re-work loops or further waste.
- The purpose of this is to start to see what we would want our future state process to look like if we could remove all of those non-
value adding steps today.
- To do this:
1) Work with your SME(s). Have them walk the process with you and identify which steps are vital, which potentially could be
removed and which absolutely should go.
2) Question everything. As they are talking, question – “why can this not be removed?”, “is there an alternative way to do this?”, “are you
sure that is not a legal requirement?”, “what about control measures?” etc.
3) Colour coordinate. Colour those wasteful steps in red, wasteful but required in amber and value adding in green. Any you’re not sure
of, colour in blue and seek further guidance.
- By doing this, you now have a visual representation of how much waste there is in this process.
- If you can, add in wait times and time taken per steps to show how much time can be saved.
 Step 3: Identify the VA & NVA
The process of delivering PI

Processing of invoices (Finance Process)

- Ran a workshop with key SMEs
within the process to identify

Client
Complete Send amendment
Complete invoice Upload invoice Check all data Submit invoice

where the waste and opportunity form form to portal correct form
amendment of
invoice form
form back to
requestor

exists within the process.

Invoice portal
- It became evident there was a LOT Process data

of waste within this process.

- This waste included: Extract invoice
Check invoice has
Is any
information
Go back to the
Review the

•
all correct Yes client to request a

Unnecessary hand offs. from system

information
missing /
re-submittal
information

Billings Team
incorrect?

Review invoices in

•
Generate

Unnecessary department No
system to be
approved
Approve invoices
completion report

involvement. Send to accounts

payable to sign off
Respond to the
query in full

• Unnecessary decision points.

• Producing reports. Review the invoice
Yes
Go back to the
Accounts Payable

Any issues? Billings Team and

case
query

• Manual human checking. No

• Filling out needless forms. Hand over to the

Head of Finance
Respond to the
query in full
for final approval

- The opportunities included: Review the invoice

Go back to the
Any issues? Yes Accounts Payable

•
case

Automation of the whole process. Team and query

Head of Finance

•
No
Time saved for several parties.
•
Sign off the

Improved customer journey. invoice

Map the to-be process
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 4: Map the to-be process
The process of delivering PI

- Now you can see how much waste is in your current process, remove those steps that are identified as non- value adding but that can
be removed.
- Rejig your process map to show how the new to-be process map is.
- This map should be as LEAN as you could have got it and should demonstrate how you would want the process to flow if you had
no restrictions.
- Walk through the process with your SME(s) to ensure they are happy with the flow and can see no issue with it as it currently stands.
- Remember – they are the ones who will be walking the process on a regular basis, so getting their buy in and ensuring they’re happy
with the outcome is vital.
- If you want to, run the desired process by other SMEs or Team Leads to see if this is feasible and on the right tracks.
 Step 4: Map the to-be process
The process of delivering PI

- To improve the customer journey, the client can input data directly Processing of invoices (Finance Process)
into the invoice system without the need for a form.
- The Billings Team take on the responsibility of signing off all invoices.
- The system completes checks on the data automatically, removing the

Client
Enter invoice info
need for human / manual checking of data. direct to portal

- This in turn means data errors should be reduced to 0%.

- The Accounts Payable Team and Head of Finance roles are removed
from the process.

Invoice portal
- All decision points removed due to the nature of having 100% correct
Process data
data, no manual checking or intervention.
- Emails are removed from the process – all transactions will be
conduced in the invoice portal system.

Billings Team
Review invoice Produce
Sign off invoice
data in system completion report
Gap analysis
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 5: Gap analysis
The process of delivering PI

- At this stage, we need to revisit those steps we removed from the as-is process to create our to-be process.
- We now need to understand how we fill the gap. We have removed steps, but are we actually able to remove ALL of them? Do we need
to amend them? Do some have to stay in regardless of wastefulness?
- The aim here is to identify how to we get from map A to map B.
- At this point, do the following:
1) Work with your SME(s). Continue your workshop on to analyse those steps you have removed.
2) Discuss each step. Previously you removed each step as you were identifying your ideal approach – now you can reflect on this, can
these steps really be removed? Check each one.
3) Rejig your process map. With the analysis of each step underway or complete, move the map around to ensure a flow can still be
guaranteed with this approach.
4) Amend if needed. If you see the flow is now broken, add back in some of the previous steps or brainstorm how best you can handle
that break. Does it need a fresh approach?
5) Walk the new process. At this stage, you should have identified what the final process can actually look like once
you take everything into consideration (there is still more to do).
- With the gap analysis complete, you can now move on to perfect your process.
 Step 5: Gap analysis
The process of delivering PI
Processing of invoices (Finance Process)
Client

Complete Send amendment

Complete invoice Upload invoice Check all data Submit invoice
amendment of form back to
form form to portal correct form
invoice form requestor
Invoice portal

Process data

Is any
Check invoice has Go back to the
Extract invoice information Review the
all correct Yes client to request a
from system missing / information
information re-submittal
Billings Team

incorrect?

Review invoices in
Generate
system to be Approve invoices
No completion report

Processing of invoices (Finance Process)

approved

Send to accounts Respond to the

payable to sign off query in full

Go back to the
Review the invoice
Yes
Accounts Payable

Any issues? Billings Team and

case
query

No

Client
Hand over to the
Head of Finance
Respond to the
query in full
Enter invoice info
direct to portal
for final approval

Go back to the
Review the invoice
case
Any issues? Yes Accounts Payable
Team and query
Head of Finance

No

Invoice portal
Sign off the
invoice

Process data

Billings Team
Review invoice Produce
Sign off invoice
data in system completion report
Step 5: Gap analysis
The process of delivering PI

Where would we like to be? Where are we now? Difference between both states How do we remove the gap?

Remove the need for Accounts Payable

2 human departments involved 4 human departments involved 2
and the Head of Finance to be involved

Ensure data is correct throughout and

No decision points required 3 decision points exist 3
sign off is not required

Only 5 steps in the process 26 steps exist 21 Reform process to automate, remove
hand offs, remove decision points etc.

Direct input into the invoice system by A form has to be completed and A form is required Give clients direct access to the client
the client checked before being uploaded facing side of the invoice system

No email traffic in the process A couple of emails have to be sent to 2 potential emails required Automate the client process and
the client and from the HOF remove HOF

Accounts Payable removed from the Accounts Payable have a role to play Accounts Payable have a number of Remove the need for their sign off or
process responsibilities in current process check

No data checking required Data has to be checked at several Data checking currently required Automate the process, input
points of the process automatic checks into the system
Map the realised process
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 6: Map realised process
The process of delivering PI

- This step should be quite straightforward, as the majority of the realised process would have been build out in the gap analysis stage.
- This stage is to perfect that.
- Build the map out properly here, removing any evidence of a gap analysis or questions around certain steps.
- Colour each step to show if they are green for value-add, amber for non value-add but required and red for waste.
- At this stage, there should be no or very few red steps left. If you see there are still quite a few, walk through the process again to see what
further work is needed.
- At this stage you also need to identify any control measures required to ensure the new process is and
remains stable.
- Walk through the process with your SME(s) and identify where potential issues could arise or where checks and balances would work
well. These may not be value add, but may be needed.
- Once done, walk the process with your leads to ensure they are happy to sign off the new approach.
- At this stage, you now have your complete realised process.
 Step 6: Map realised process
The process of delivering PI

Processing of invoices (Finance Process)

- The client is now able to put their invoice details directly in to the
portal.

Client
Enter invoice info Return to case in
- Automatic checking of data was built in to the invoice system to avoid direct to portal system and amend

the need for manual checking by departments.

- The decision point of asking if any information was missing was still

Invoice portal
required just in case of errors – but the system would flag these.
Process data
- Client can amend their invoice data live in the system – no form needs
to be reuploaded.
- A new step questioning if the invoice is larger than $100,000 added in
Is any
Go back to the
– this reduced by over 90% how many invoices need to be signed off Review invoice
data in system
information
missing /
Yes client to request a
Review the
information
re-submittal
incorrect?
by the Head of Finance.
- Accounts Payable responsibilities moved to the Billings Team and

Billings Team
their swim lane is removed from the process.
Is the invoice
- Head of Finance approve of invoices directly in the system. over $100,000?
No Sign off invoice

- No reason for emails to be sent in this process.

Yes
- The process reduced from 26 steps to 11.
- The process reduced from 4 physical departments to 3, with one Send to head of
finance to approve
department very rarely involved in the process.

Head of
Finance
Review and
approve
Test the new process
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 7: Test the new process
The process of delivering PI

- Now you have your realised process mapped and signed off, it is time to test the process.
- The ease at which this can be done is of course different depending on how important and wide ranging this process is. There are a
number of things you need to do at this stage:
1) Involve key stakeholders. If your new process feeds into or out of other departments or data flows in either direction, involve them in
the testing. Let them know what has been done and talk them through the process.
2) Do a parallel run. If possible, run the new process alongside the old one. One team member can do one and another can do the other.
Have the agent working on the new process record their experience of this.
3) Test the control measures. Have the tester ensure the control measures put in place work well enough.
4) Get feedback feedback feedback. This should come from the agent running the new process, the Team Leads observing this, the
external stakeholders who this affects. Did data get to them quicker? Do they see an improvement in certain turnaround times? Did
they see increased waiting times?
5) Make amendments. If through any of the previous steps issues arise, work with the SME(s) to fix these, put the right controls in
place or, if waste is further identified, remove these steps.
- It may take a few runs depending on the size and importance of the process, but once a successful run has been had, confirm
the process has gone LIVE.
 Step 7: Test the new process
The process of delivering PI

No. of errors No. of complaints CSAT score ESAT score

Test 1

5 1 85% 95%

Parallel test run 1 result: The automated system did not pick up all errors. The form populated by the client at the start of the process needs reviewing and
amending.

No. of errors No. of complaints Satisfaction score Satisfaction score

Test 2

2 0 95% 95%

Parallel test run 2 result: The automated system did not pick up all errors. It appears that 2 fields on the form to be populated by the client are missing
compulsory asterisks.

No. of errors No. of complaints Satisfaction score Satisfaction score

Test 3

0 0 95% 95%

Parallel test run 3 result: No problems occurred.

Provide wider updates
The process of delivering PI

The process of delivering PI

- Overview
- Identify the process.
- Map the as-is process.
- Identify VA & NVA.
- Map the to-be process.
- Gap analysis.
- Map the realised process.
- Test the new process.
- Provide wider updates.
 Step 8: Provider wider updates
The process of delivering PI

- Now that the new process is going LIVE, you need to close this out successfully.
- To do so:
1) Inform others of the change. Make sure you have communicated out to the wider business, departments affected and leadership of
this change and the results of the testing.
2) Quantify the benefits. Here you should quantify how much time has been saved and waste removed. These figures are great to have
when looking to sell further process improvements down the line.
3) Update documentation. Make sure all process maps and work instructions are updated to reflect the new process. Make sure other
departments have a copy of your new process if they require it.
4) Update the lessons learned log. If you have one, ensure you highlight the lessons learned from the analysing,
building and testing of the new process. This will make further process improvements easier in the future.
5) Give the new process an owner. Make sure this owner reviews the performance of the new process for the coming few months and
checks regularly that the control measures are working appropriately.
- Once all of the above steps are taken, you can now close this project off as complete.
- At this stage, it is crucial to state the importance of communication and stakeholder engagement in a project such as this.
People must be informed at all times of what is happening and what has been delivered. This will help avoid confusion and
arguments further down the line.
 Step 8: Provider wider updates
The process of delivering PI

Process change update

Process What has changed?

• Client has direct access to the invoice system
Processing of invoices (Finance) • Accounts Payable removed from the process
• Invoice system conducting all checks automatically
• Only invoices over $100,000 to be approved by the Head
of Finance
When does the change take effect?

Monday 15th July What improvements have been delivered?

• Reduced risk thanks to automated checking
• Reduced chance of errors given pre-set forms available in
the invoice system
Who to contact for further information? • More streamlined process with less hand offs and decision
points
Robert Chapman – Robert.chapman@business.com • A quicker resolution for each invoice case

Updated Process within Process owner Key stakeholders Aims of change

documentation? SLA? identified? informed? realised?
Overview
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
Process Mapping Tools
Overview

Swim Lane SIPOC Value Stream Map

Time Value Map Value Add Chart Spaghetti Diagram

Swim Lane
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
Swim lane
Process mapping tools

Name: Swim lane process map or flow chart

When to use the tool: If running a project, you can use this tool in a number of areas. Measure phase to understand the current
process and where the issues come up, analyse phase to identify what the process is and what it should move to and the improve
phase to show the process as it now stands once amended.
Purpose of the tool: To identify the main steps within a process, the flow of information and data within the process and who is
responsible for which item.
Preferred outcome / effect: A full, end to end process map so we can see how the product / services comes into being and
who has responsibility for which step.
Data to use: Walk the process with the experts to understand what each step is. The steps are your data.
Swim lane
Process mapping tools

How to use a Swim Lane Map

1) Start by identifying the different people who are present within this process. These will be the key stakeholders who have
tasks to do within the process and the departments who have a stake within the process. List these down on the left hand
side of a sheet / pre-made process map.
2) Work with an SME of the process and ask them to walk you through the process. When doing this, map out each process step,
step by step, onto the map. This can be done by brainstorming the key steps, adding them in and building around them or
walking the flow.
3) Place each step in the correct swim lane to signify which department has responsibility for that task.
4) Ensure you are using conventional process mapping icons to highlight process steps (rectangle) decision points (diamond)
start and end (oval) etc.
5) Once all steps are on the map, discuss with the team the flow. Has everything been adequately covered? Have you stayed in the
scope of the process you wanted to?
6) With this map, you can now start to identify where there are multiple hand offs, rework, unnecessary decisions to be made etc.
This gives you a visual demonstration of this, and you can discuss how to address these with the team.
 Swim lane:
Demonstration
 Swim lane
Process mapping tools

Post case invoicing process

Custome

Complete
Call contact centre post call
survey
r
centre agent

Confirm a new Send case to

Contact

Enter all new Update customer

Take notes on all Open up call financial quality
information onto Complete the case details with new Close the case
customer queries system commitment has department for
customer file policy
been agreed checks
Quality dept.

Check all details

Handover to
are correct and
finance
compliant
Finance dept.

Confirm with
Check the details contact centre that
Process the order
of the case
order is processed
SIPOC
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
SIPOC
Process mapping tools

Name: SIPOC (stands for Supplier, Input, Process, Output, Customer)

When to use the tool: If running a project, you would utilise this tool in the define phase to show a high level overview of
the process in question.
Purpose of the tool: To help you agree the defined boundaries of your project – the start and end of the SIPOC will signify this. It
also helps you to identify which inputs produce which outputs and vice versa, helping you identify which issue is caused by which
input.
Preferred outcome / effect: To see the flow of data or information through a process, the customer journey and the journey of a
product or service from start to finish. You should be able to identify from this flow therefore where your bottleneck or problem has
occurred and what it is holding up.
Data to use: Process steps taken from other process maps or sitting with an SME and walking the process.
SIPOC
Process mapping tools

How to use a SIPOC

1) Identify the process boundaries and the key activities you want to cover. This will help ensure you stick to the process you
actually need to look at and not go off on a tangent.
2) When working through the list, try and stick with around 6 key activities. Anything more than 6 is probably too detailed,
unless the process is a really long one.
3) Identify the key supplier who kick starts the process and write them down.
4) Then, follow the journey of that piece of data or product as it goes through your process.
5) You need to identify who supplies, what is being supplied, the process this goes through, the output of that process and
who receives that output – and then repeat this over and over until the end of the process.
6) If you have a number of suppliers or customers, be sure to focus on the critical few, as this will help with your project further
down the line. Are there any you really want to know about or investigate further down the line?
 SIPOC:
Demonstration
SIPOC
Process mapping tools

SIPOC: Insurance renewal process

Supplier ► Input ► Process ► Output ► Customer

Customer Call customer care line Insurance renewal Agent answers Customer

Agent conducts
Customer Request renewal Insurance renewal Customer
security check

Agent concludes
Customer Answer all queries correctly Insurance renewal Agent
security check

Agent Ask relevant questions Insurance renewal Customer answers all Agent

Agent Processes renewal Insurance renewal Renewal completed Agent

Agent Closes call Insurance renewal Completes write up Finance

Value Stream Map
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
Value Stream Map
Process mapping tools

Name: Value Stream Map

When to use the tool: If running a project, you will use this tool in the analyse phase. Here you can identify the flow of your
process and where the value can be identified. This, like other tools at this stage, can help you identify where the waste and waiting
time is.
Purpose of the tool: This LEAN tool is used to capture the key flows (of work, information, materials etc.) in a process and the key
metrics that sit around these.
Preferred outcome / effect: A visual aid that helps you understand to a greater level the amount of waste within your process,
enabling you to quantify this. This gives you the ability to reduce cycle times and the time taken to complete the process end to end.
Data to use: Process steps from other process maps or those detailed to you by an SME.
Value Stream Map
Process mapping tools

How to use a Value Stream Map

1) If not already done, create a SIPOC or swim lane flow chart to help you identify the key steps within your process.
2) Determine what individual product or service you are looking to map. It may be part of a process (for example, the build stage of
a product) or the entire process. Try and ensure it has a common flow, high volume and cost, has the biggest impact on the
customer and meet criteria important to the industry / company.
3) Now draw the process flow. To do this, you should start at the end of the flow, looking at the product that has been
delivered and work upstream. Identify and plan the main activities out.
4) Now you can add the material flow. This will show the movement of all the materials that are used to create the product or
service.
5) Map all sub processes associated with this overall process.
6) Once you have the physical shape of the process, now add the flow of information to it. In manufacturing this would be the
production orders, scheduling system, communication with the client etc.
7) Collect some metrics on each step of the process. These should include trigger – what starts the step, setup time and
processing time/unit, takt rate, percentage defective, number of people involved, WIP downstream and upstream, cost of links
to IT, warehouses etc. and batch size.
8) Now add your timings in. These are the times taken for each step and transaction – including delays, processing,
setup time etc.
9) Once mapped, have an SME walk the flow and verify that all is correct.
Value Stream Map:
Demonstration
 Value Stream Map
Process mapping tools

Production control
Weekly order Monthly order

Supplier Customer

Information flows
Material flows
2000

Sorting process Machine process Assembly process Distribution process

C/T = 500 sec C/T = 60 sec C/T = 300 sec C/T = 180 sec
1600 1200 800
C/O = 60 min C/O = 10 min C/O = 240 min C/O = 60 min
Uptime = 80% Uptime = 90% Uptime = 100% Uptime = 95%
2 shifts 2 shifts 2 shifts 2 shifts
27,000 sec available 27,000 sec available 27,000 sec available 27,000 sec available

6 days 4 days 1 day 3 days

500 sec 60 sec 300 sec 180 sec

Production lead time: 14 days

Lead time ladder Processing time: 1140 sec
Value Stream Map
Process mapping tools

Key icons to remember

Database Inventory
Process step

Sub process External data Process information

Start / end Document Transport

Decision point Data Electrical transfer

Time Value Map
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
Time Value Map
Process mapping tools

Name: Time Value Map

When to use the tool: If running a project, you want to use this tool in the analyse phase. During this phase, you will map out your
process as it currently stands and where you want to get it to. Part of this is identifying the value and non-value add steps in a
process – therefore this tool can precede or follow that.
Purpose of the tool: To give you an accurate representation of the overall cycle time of the process – how long the process is end to
end, how much the process costs you to run and how much of this is waste. This enables you to see the extent to which your
changes have an impact when the tool is redone with the new, less wasteful process.
Preferred outcome / effect: A visual demonstration of the volume of waste within your process, waste in terms of time but also the
cost of this waste in terms of money. The more detail you can add to this map, the more value it has. Data to use: Process step data
will come from the process map or work instructions. The time would come from a study of how long each person takes to do each
step (maybe through a Gemba Walk).
Time Value Map
Process mapping tools

How to use Time Value Maps

1) Determine the total cycle time of the process.

2) Work out the queue times (delays, wait time) between steps and the value adding time needed to perform each task.
3) Draw a timeline and divide this into units equal to each process step and the time it takes to complete said step.
4) For those steps which add value, place these above the timeline. For those steps that do not add value, place these below
the timeline. Use colours (RAG) to emphasise which is which.
5) Add in the time taken per step and the cost of each step, depending on the salary of the colleague or cost of the development
of the product.
6) At the end you should be able to see the value and non-value adding steps and the costs associated with these in terms of time
and money.
Time Value Map:
Demonstration
Time Value Map
Process mapping tools

Contact centre customer call journey process VA

Phone call ends
NVA
$2.50
NVA (req)
$5.00 $5.00 $6.50

Customer explains purpose of call

Value-add time

Agent answers query in full

Customer explains further
Total cost of VA
Answer the phone

process steps: $19.00

or 16 minutes

Agent conducts research

$5.00 $5.00 $5.00 $12.50 $10.00

Agent seeks further clarifications

Agent performs post call write up

Non value-add time

Agent performs security checks

Agent asks further questions

Total cost of NVA

process steps: $37.50
or 40 minutes

Customer on hold

10 minutes 5 minutes 5 minutes 5 minutes 15 minutes 5 minutes 10 minutes

Value Add Chart
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
Value Add Chart
Process mapping tools

Name: Value Add Chart, Task Time Chart or Takt Time Chart
When to use the tool: If running a project, you want to use this tool in the analyse phase. During this phase, you will map out your
process as it currently stands and where you want to get it to. Part of this is identifying the value and non-value add steps in a
process – therefore this tool can precede or follow that.
Purpose of the tool: To show the balance of time within a process step – the time spent well and the time wasted per step. It acts as
a visual aid to tell a story before and after changes are implemented.
Preferred outcome / effect: An understanding of the breakdown of time by value adding and non-value adding tasks. Enables you to
see which task needs the most work done to it or, if possible, removing.
Data to use: Process step data will come from the process map or work instructions. The time would come from a study of how
long each person takes to do each step (maybe through a Gemba Walk).
Value Add Chart
Process mapping tools

How to use Value Add Chart

1) Identify (as you may have already done) the value adding, non-value adding and non-value adding but required steps within
your process.
2) For each of these steps, work to identify how much time is spent on each task. This can be done by conducting a Gemba Walk,
timing people or asking the question - “how long does this take you?”
3) Populate the information into a spreadsheet or chart in order to generate a stacked bar graph.
4) Then you need to calculate the takt time. This is the amount of available work time divided by the customer demand
during that time period. For example:
Available time = 8 hours which is 480 minutes. There
are 30 customer orders to be completed.
Takt time = 480 / 30 = 16 minutes. Therefore, you should be completing a customer order every 16 minutes to satisfy demand.
5)Now you have quantified this information, you can identify ways to eliminate non-value adding steps, reduce non- value adding but
necessary steps and improve your value adding steps.
Value Add Chart:
Demonstration
Value Add Chart
Process mapping tools

Task VA NVA NVA (req) 16

1 3 5 2
2 4 5 3 14
3 5 6 3
4 4 4 2 12
5 3 6 2
6 5 6 3 10 Takt time = 10 minutes
7 2 3 3

Time (minutes)
8 6 7 2 8
9 5 5 2
10 4 4 3 6

Showing minutes taken per task

4

0
1 2 3 4 5 6 7 8 9 10

VA NVA NVA (req)

Takt time: The amount of available work time divided by the customer demand during
that time period. 8 Hours available = 480 minutes.
Client demands 48 customers handled
every day. Takt time is 480 / 48 = 10
minutes.
Spaghetti Diagram
Process mapping tools

Process mapping tools

- Overview.
- Swim Lane.
- SIPOC.
- Value Stream Map.
- Time Value Map.
- Value Add Chart.
- Spaghetti Diagram.
 Spaghetti Diagram
Process mapping tools

Name: Spaghetti Diagram or Transportation Workflow Diagram

When to use the tool: If running a project, you could use these diagrams during the define stage (if you’re looking more at physical
environment as opposed to a process) during the analyse phase to show what you want to move the environment to (desired state) and
then improve to highlight what the new layout will look like.
Purpose of the tool: These diagrams are there to depict the physical flow of work or materials within a process. You will be able to see
the journey of a process end to end in a physical environment.
Preferred outcome / effect: A layout of the physical environment of the office / factory which shows clearly what the current flow of
work looks like in real time. The outcome of the second diagram should be to show what a new and improved office / factory flow
would look like to highlight reduced time waste.
Data to use: Observe how people work in the office / factory environment. What is their typical flow of work on a day to day basis? Track
where they go, why and when and use this as your data.
Spaghetti Diagram
Process mapping tools

How to use Spaghetti Diagrams

1) Create a diagram of the workspace you are going to analyse, or find a blueprint of the current layout.
2) List the current steps that exist within a process that is done physically, or find a process chart / work instructions which
documents each of these steps.
3) On the diagram, find the starting point of that process and walk through the process. Keep drawing the line
without moving the pen until you get to the end of your process. This will show you that “spaghetti” like effect which you are
trying to reduce.
Equally, some people draw the line and stop at the end of each process step and then number them. Either way is fine.
4) Discuss with the team the final diagram and explore the waste that you can see. This is where you will start to work to
identify improvements that can be made in the physical flow of work, the set up of the office / factory or both.
5) Implement the changes and design a new Spaghetti Diagram to ensure the changes have been effective.
Spaghetti Diagram:
Demonstration
Spaghetti Diagram
Process mapping tools

Task 1: Go to the printer

Task 2: Collect printing and return

Task 3: Collect printing, realise it hasn’t printed,

return to desk and back to printer and back
again

Task 4: Storing documentation

Spaghetti Diagram
Process mapping tools

Task 1: Go to the printer

Task 2: Collect printing and return

Task 3: Collect printing, realise it hasn’t printed,

return to desk and back to printer and back
again
Task 4: Storing documentation Added

benefits:
- Printing / scanning units next to the
teams who need them.
- Filling cabinets next to the teams
who need them.
- Extra desk space (1 more added).
- Less filling cabinets (reduces unnecessary
storing of paper files).
- Coffee & vending machines reduce need to
leave building regularly.
- Bigger breakout space better for mental
health.
- More space for plans, extra sofa etc.
Case study
The current process

Case study

- The current process.

- Key metrics.
- The ask.
- The reform.
- Recommendations.
- The delivered process.
 The current process
Case study

New starter benefit file upload

- The process in question is

New Starter
what happens when Submit benefit
details to new
employer
Resubmit details

someone new joins the

company and has to
Extract Is the Go back to New
Check information
submit their benefit

Talent Acquisition
information from information No Starter to ask
sent is correct
email correct? them to resubmit

choices. Yes

- The data has to move Add information

to a master
Upload
spreadsheet to the
Review the error
report
Investigate the
purpose of the
Create error fix
report with
Upload error fix
report to internal
spreadsheet internal HR system errors amended data HR system

through several
departments and systems.
HR System

- The process has a mixture Process the data Any errors? Yes
Generate error
report
Automatically
send report
Process error fix
data

of internal, external and No

Benefits Team

interface swim lanes.

Upload the data to Root cause the Create error fix
Extract the data Check the data
the Payroll System errors report
Payroll System

Process the data

Check the
Produce error
interface success Any errors? Yes
report
rate
Payroll Team

No

End
Case study
Key metrics

Case study

- The current process.

- Key metrics.
- The ask.
- The reform.
- Recommendations.
- The delivered process.
Key metrics
Case study

Process name: Cycle Time: No of errors:

New starter benefit file upload 28 days Average 50 a month

Indication process improvement needed:

- Time taken to complete the process.
- Number of errors coming from the interface.

Departments involved: Steps involved:

6 27
Case study
The ask

Case study

- The current process.

- Key metrics.
- The ask.
- The reform.
- Recommendations.
- The delivered process.
The ask
Case study

Reduced errors Wasteful steps removed Improved productivity

Less hand offs Process stability Faster delivery

Case study
The reform

Case study

- The current process.

- Key metrics.
- The ask.
- The reform.
- Recommendations.
- The delivered process.
Case study
Recommendations

Case study

- The current process.

- Key metrics.
- The ask.
- The reform.
- Recommendations.
- The delivered process.
Recommendations
Case study

Provide guidelines to each new starter to increase the likelihood of

Guidelines them submitting the right data in the right format first time.

Have new starters submit their information through a pre-set form

Pre-set form and not an email.

Have all submissions from new starters go directly through to the

Form system and not inboxes to be populated.

If the data needs checking, give certain individuals specific ownership

Ownership over this data to increase responsibility and ownership within the
process.

Reduce and replace manual checking wherever possible with

Automation automated checking via a system or bot.

Reduce the need for humans to move data from one system to
Interface another and have an interface do this instead.
Case study
The delivered process

Case study

- The current process.

- Key metrics.
- The ask.
- The reform.
- Recommendations.
- The delivered process.
 The delivered process
Case study

The key changes made to the process include: New starter benefit file upload
- The Payroll and Talent Acquisition Teams were completely
removed from the process.

New Starter
- The method by which people would submit their details
Submit benefit
shifted from email to a form. Complete form
details to new
and re-submit
employer
- Details were automatically uploaded into the HR system and
did not need a human to do this.
- The HR system conducted the automatic check of data from a

HR System
quality perspective going forward. Send corrections
Process the data Any errors? Yes
email
- An interface was put in place to upload the data from the HR
system to the Payroll system – removing the need for human
No
interaction and human checks.

Payroll System Benefits Team

- The controls put in place ensured a reduction in the number
Trigger interface
of errors able to come through. upload
- Several hand offs between departments removed.

Process the data

The delivered process
Case study

Process name: Cycle Time: No of errors:

New starter benefit file upload 28 days Average 2 a month

Departments involved: Time saved: Steps involved:

4 12 work hours 7
Average of 3 days wait time
Review of key learnings
Close out

Close out

- Review of key learnings.

- Hints & tips.
- Thank you.
 Review of the key learnings
Close out

- Process improvement is the proactive task of identifying a process in need of

reform, analysing the steps that require work and removing or changing them.
- Process improvement is mainly focused on the removal of waste and making
processes more efficient whilst also securing the right controls and quality
within the process.
- It will be used to keep organisations lean, reduce costs, accommodate growth
and ensure employees remain happy and engaged in value adding work.
- When looking to change a process, you need to build out the as-is process,
identify your to-be process and deliver your realised process. This flow must
be followed each time.
- To do this, follow the 8 step process to guarantee successful process
improvement: Identify the process in need of work, map the as-is process with
your SME(s), identify those steps that add value and those that do not, map the
to-be process with your SME(s), conduct a gap analysis on these two processes,
map the realised process, test the new process with wider stakeholders and
finally provide updates to all on the change.
- Understanding how to map a process and use process mapping software like
Microsoft Visio is really important here.
- Also, understanding the difference between value-add and
non value-add steps is important for ensuring the right steps
are removed or changed, and you don’t face certain legal
issues further down the line.
Hints and tips
Close out

Close out

- Review of key learnings.

- Hints & tips.
- Thank you.
 Hints and tips
Close out

- Mapping your process on a software like Visio during your workshop will help you save time. If you want to have the SME(s) map with
post-it notes feel free – but record this digitally at the same time.
- Colour code your process maps – highlight value-add steps green, non value-add red or non value-add but necessary amber. If you are
unsure, mark it blue and ask for further guidance.
- Process maps are really good visual representations of the process under discussion, but for bigger processes they can become very
confusing for some. Colour coding helps people see the scale of waste.
- If you can, when it comes to mapping out your process, have the SME(s) do the building on Visio and take the lead – you will just need
to facilitate.
- Ask plenty of questions throughout the process mapping workshops – there cannot be too many questions.
- Communication is key throughout this process. Make sure you get buy in from the team, the leaders and the other stakeholders
involved through their departments being impacted by this process.
- When testing the new process, be sure to record ALL outcomes. This will help with lessons learned for future changes, but also
enables you to quantify the change. By quantifying the benefits of this change, you can secure buy-in in the future much
quicker and easier.
Thank you
Close out

Close out

- Review of key learnings.

- Hints & tips.
- Thank you.
Process Improvement
LIVE demonstration of
process improvement