Business Process

Mapping
(Part II)
Agents of Change
Lecture 6
 Learning Objectives

 Process Synthesis and Interpretation

 Building Relationship maps

 Building Cross-functional process maps

 Process Synthesis
 Process design dilemma
– Compliance and Standardisation
– Flexibility to suit context
 How do we recognise processes for:
– Standardised deployment
– Not standardised deployment
 Has process standardisation gone too
far?
 Process Synthesis
 Artistic processes (not standardised)
– Three step approach for identifying and
integrate them into business.

 What are artistic processes

– Judgement-based work
– Craft work
– Professional work
 Process Synthesis
 Common thread
– Variability in process, inputs and
outputs. Inputs Outputs
Transformation

Changeable Environment
 Art needed in:
– Changeable environments
– Customers value distinctive unique
outputs.
 Process Synthesis

 Highly variable environment

– Sometime variability cannot be avoided.
 Differencein student cohort
 Sometime cost of decreasing variability
decreases benefits such as accountability
and switching to autopilot mode.
 Process Synthesis

 Output
variation that creates
customer value
– Erratic environments -> variation in
outcomes.
 Good thing in customer’s eye.
 Companies promote as giving individuality,
unique character.
 Innovation (original concepts) rely on art.
 Process Synthesis
 Process for managing process
variability
– A three step approach
– At odds with standardisation.
– Each step addresses the following:
 Where will art add value?
 How should art be supported?
 How should artistic processes evolve?
Process Synthesis
 Process Synthesis
 Identify
what should and shouldn’t
be an art.
– Look at the processes and clearly
identify where art or science will add
value for customers.
– Is method or practice is still nascent?
– Do consumer value variation?
– Is the environment chaotic?
– Artistic processes have a life span
 Process Synthesis
 Developing an infrastructure to
support art.
– Freedom to practice and refine art.
– Create maximum customer value.
– Creating appropriate metrics.
 Relies on external measures of success.
– Customer feedback.
– Getting art and science to work
together.
 Carefully manage intersecting areas
 Process Synthesis
 Developing an infrastructure to
support art (con’t).
– Building an effective training program.
 Artistsneed to learn the skills of the trade.
 Strong culture that guides artistic
judgement.
– Common training methods are:
 Apprendiceships

 Storytelling
 Ride-along
 Process Synthesis
 Developing an infrastructure to
support art (con’t).
– Tolerating failure
 Impossible to satisfy every customer on the
first try.
– Extensive quality inspections.
– Ensure quick recovery from failure.
– Failures must become learning opportunities.
– Failures should be reviewed.
 Process Synthesis
 Periodically
re-evaluate the division
between art and sciences.
– What new technologies can help make a
science of art?
– Do customers value variation?
– How do the costs of art stack up against
the benefits?
– What opportunities does art allow that
science doesn’t?
 Process Synthesis
 Periodically re-evaluate the division
between art and sciences (con’t).
– Diverging customer demand implies art.
 In modern process management
both art and science have important
roles.
 Relationship Maps
 Connecting parts in a whole
 Relationship Maps
 Relationship Maps show:

– What the organisation produces, inputs

and outputs

– How work flows through functional

boundaries

– Internal or external supplier-customer

relationships
 Relationship Maps
 How to create a relationship map
1. Identify the major outputs of the
group or department
 Relationship Maps
 Identify
immediate customers. Who
receives the outputs
 Relationship Maps
 List
major inputs required to produce
major outputs
 Relationship Maps
 Where do the inputs come from?
 Relationship Maps
 Identifythe major relationships
inside the group
 Relationship Maps
 Interpreting relationship maps
– Show how part of the organisation is
wired together
 Identifies customers
– The outputs
 The suppliers
– The inputs
 Business functions performed
 How business functions fit together
 Critical connections between functions
Cross-Functional Process Maps
 How work gets done

– Show inputs and outputs of each step

– Sequence of steps

– People, functions, or roles that perform

each step
Cross-Functional Process Maps
Cross-Functional Process Maps
 Mapping conventions
– Box shows the steps in the process.
Shaded box indicates a separate map
Cross-Functional Process Maps
 Labelled
input/output flow arrows.
Transformation and value added.
Cross-Functional Process Maps
 Left
to right convention for
converting inputs into outputs.
Cross-Functional Process Maps
 Crossing flows convention
Cross-Functional Process Maps
 Decision points
Cross-Functional Process Maps
 Horizontal bands represent functions
Cross-Functional Process Maps
 Box should include functions involved
in the same step
Cross-Functional Process Maps
 Customer history reviewed by A, B
and D not C.
Cross-Functional Process Maps
 Split band to show function subset
Cross-Functional Process Maps
 Creating cross-functional process
maps
– Draw horizontal bands for each function
involved in the process
Cross-Functional Process Maps
 Labelfunctions beginning with
customer and follow with others in
order of closeness
Cross-Functional Process Maps
 Identify functions’ role in processes
Cross-Functional Process Maps
 Reiterateand reshuffle until process
is accurately mapped
Cross-Functional Process Maps
 Add and label inputs and outputs
Cross-Functional Process Maps
 Interpreting cross-functional process maps
– Show value producing chains of the business
– Show in detail how and organisation creates
value through processes
– May answer questions regarding:
 Steps involved in an output
 Order of steps

 Who performs the steps

 Handoff and interfaces between functions

 Where handoffs occur

 Required inputs and outputs produced at each step.