an introduction to participative process reviews
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An introduction to
Participative Process Reviews
http://www.lfhe.ac.uk/en/research-resources/itf-projects
An introduction to Participative Process Reviews workshop
AcknowledgementsThis workshop is brought to the HE sector as a collaborative initiative with • Oxford Brookes University (the workshop originator) • Leadership Foundation in Higher Education’s Innovation and
Transformation fund• SUMS Consulting • 6 participating Universities who assisted in piloting the
workshop.
Professor Zoe Radnor Professor of Service Operations ManagementLoughborough University
Story Courtesy of Being curious helps
http://www.lboro.ac.uk/departments/sbe/staff/profiles/radnorzoe/
Key aim
To equip designated staff teams with the knowledge and skills to conduct a process review
An introduction to Participative Process Reviews
Learning Objectives
By the end of this workshop you will be able
• describe the key stages involved in carrying out a process review in a general context.
• write a robust terms of reference thereby focusing the process review and gaining commitment from key decision makers
• apply effective interviewing and facilitation skills required to engage participants in conducting a process review
• conclude the review through writing a concise report with recommendations
• consider the use of producing process maps using Lucidchart or Microsoft VISIO
• Introduction (aims and objectives)• Session 1: A general approach to process reviews • Session 2: Creating a robust Terms of Reference • Stage 1: Definition stage Stage 2: Plan and prepare• Session 3: Gathering process information • Stage 3: Initial diagnostics • Key skills (interviewing and facilitation) for effective diagnostics
Break
• Session 4: Introduction to process mapping • Stage 4: Defining the current (as is)
Lunch
• Session 5: Stage 5: Design proposal for a new process• Overview of Lucidchart / VISIO
Break
• Session 6: Presenting your proposals for Stage 6: Write report• Session 7: Decisions and next steps
Participative Process Review Workshop Workshop outline
Key workshop booklet (pdf) Curtesy of SUMS Consulting
Session 1: A General approach to process reviews
Process mapping (a definition)
Structural analysis of a process flow (such as an order-to-delivery
cycle), by distinguishing how work is actually done from how it
should be done, and what functions a system should perform from
how the system is built to perform those functions.
In this technique, main activities, information flows,
interconnections, and measures are depicted as a collage on a
large sheet of paper, with different coloured 'Post-it' notes or slips
of paper. This graphic representation allows an observer to 'walk-
through' the whole process and see it in its entirety.
Source Business Dictionary .com
http://www.businessdictionary.com/definition/process-mapping.html
Potential uses for process mapping
• To address identified issues• quality of services to students or other customers• performance issues i.e. excessive response times• resource constraints or controlling costs• redress excessive or unbalanced work loads
• To investigate new ideas• enhancing service standards• re-sequencing activities • introducing organisational changes or role changes• exploiting new information systems
• Quality assurance to ensure activities are• efficient and effective (continuous improvement)• aligned to University strategy and policies • benchmarked
Publisher: Harper Collins
No special meal
SAS Airlines: Story example 1
SAS Airlines: Story example 2
Agreed
Stage 3: Initial diagnostics
Establish ToR for the process reviewArticulate objectives (possible problem) (desired outcomes),
scope, stakeholders, time frame, process review team
Stage 1: Definition
Determine who is to be interviewedPlan and prepare schedules, communication et al
Stage 2: Plan & prepare
1 to 1 diagnosticinterviews
Group diagnosticinterviews
1 to 1 diagnosticinterviews
1 to 1 Diagnosticinterviews
Group diagnosticinterviews
Establish initial (rough) process map(establish issues, dependencies, risks, stakeholders, equality impacts)
A staged approach to process mapping
NB : also considerQuestionnaires
NB: More than 1 workshop dependingon size and complexityof process
Facilitated Workshop
Facilitated Workshop
Current process map and logs used to identify present issues
Stage 6: Write report
Report includes, • Definition of as is process together with proposal for any new process.• Highlights, issues, dependencies, linkages, risks and other key impacts• Recommendations with outline of cost and resource implications
A staged approach to process mapping
Stage 4: Defining the current (as is) process
Stage 5: Design proposalfor a new process
Facilitated Workshop
Facilitated Workshop
NB: More than 1 workshop dependingon size and complexityof process
May lead to development of project Business Case
Proposed process map and logs used to identify potential requirements, actions et al
The key to good process mapping
“There are three essentials that must be handled well to assure good process mapping.
1. The operating people whose work is being mapped must supply information for the map and must understand and support the reasons for the mapping.
2. The map itself must be organized in a way that enables everyone involved to clearly understand the process.
3. The information that is assembled in the map must be valid”
Ben S. Graham, The Ben Graham Corporation 2006
Participant roles in process mapping
• Process Sponsor (Owner) • may or may not own whole process
• Process Study Review Leader • prepares the brief, • co-ordinates the process review • prepares the final report
• Workshop recorder/loggist • captures the outputs from the workshop day,
• Process Review Team Members • provides experience, knowledge, challenge & creativity
• Process users • should have representation on review team • sample interviewed as part of the process review• Student views should be sought where ever students are end users
Session 2: Creating a robust Terms of Reference
Terms of Reference
• Background• Process review objective• Scope• Criteria for success• Proposed approach • Who is involved
(stakeholders)• Time Scales• Resourcing • Ancillary/supporting notes
An accurate definitionis critical to success
Stage 1: Definition
Process Review Team Activity 1
The team to review and finalise their Terms of Reference(15 mins).
Team to agree their process review Terms of Reference .
• Stakeholder identification
• Communication plan
• Interviews, meeting and workshop logistics
– identifying who to interview – diarising meetings
• Set up process review documentation
– Utilising project management log techniques • Key impacts • Stakeholder • Assumptions • Risks • Dependencies
Stage 2: Plan and prepare
Planning for the review study
• Collation of existing documentation related to the process, examples being – policies, procedures, guidance notes et al – operating manuals/documentation– current forms used – organisation charts – screen shots of web and system applications – database extracts and reports – relevant KPI data
• Collation of any sources of user/customer feedback• Financial costing's associated with process• Carry out initial (basic) SWOT analysis on current environment related
to process. This can be built on in stage 3.
Background preparation
Stage 2: Plan and prepare
Process Review Team Activity 2
1/ The team to produce a list of documentation et al to aid their process review. (7 mins)
2/ Carry out a quick SWOT analysis linked to their chosen Process review area (10 mins).
Session 3: Gathering process information
1 to 1 diagnosticinterviews
Group diagnosticinterviews
Establish initial (rough) process map (establish issues, dependencies, risks, stakeholders, equality impacts )
Stage 3: Initial diagnostics
1 to 1 diagnosticinterviews
1 to 1 diagnosticinterviews
Group diagnosticinterviews
NB : also considerQuestionnaires
An effectiveProcess
Reviewer
Interviewing skillsQuestioning, Listening, Probing
Common sense
Curious & open mindedness
Independent & Detached
Analytical
Presentation& report writing
Challenging
Facilitation skills
An effective Process Study Review Leader
An effective
Facilitator
Creating empathy and trust
Common Sense /Intuition
Observation
Active listening
Intervention Skills
Good atbriefing
Questioning
Neutrality
An effective Facilitator (Behaviours & Skills)
Facilitation skills
A facilitator helps individuals and groups achieve their goals. The Facilitators role• is a neutral servant of the group• does not evaluate or contribute ideas • focuses energy of the group on a common task• suggest alternative methods• protects individuals and their ideas from attack • encourages everyone to participate • helps the group find win/win solutions • co-ordinates pre and post meeting logistics
Key to success: Involving others
Advice from a few leaders in their field
• understand group dynamics (Kurt Lewin)
• be client centered (Carl Rogers) ownership and responsibility for the problem must lie with the client
• be process aware (Edgar Schein) facilitation is a process of helping clients find their own solution self diagnosis achieved by use of effective questioning.
Facilitation skills
clarify ‘Are you saying that … ?’
try to understand ‘Could you explain so-and-so a bit more … ?’
follow through a train of thought
‘You said a moment ago that … if that’s the case, what would happen if … ?’
mirror ‘So what you’re saying is … ?’
open up new avenues ‘Have you explored/thought of … ?’ or ‘Would … be of any help?’
challenge ‘What do you feel most uncomfortable about?’ or ‘What do you feel most challenged by?’
elicit honesty ‘Do you feel you’re making any impact – and if not, what can you do about it?’
unpeel layers, to dig deeper
‘And then what happened … ?’
check out ‘Are we asking helpful questions?’ or ‘What haven’t we helped you with yet?’
Asking helpful and challenging questions to
From: Krystyna Weinstein Action Learning: A Practical Guide Second Edition Gower 1999 p113.
Process Review Team Activity 3
1/ In preparation for session 4 the team to agree a set of ground rules
Session 4: Introduction to process mapping Stage 4: Defining the current (as is)
Process mapping some thoughts
A powerful tool to
analyse current processes
and
designing improved processes
They help facilitate an objective discussion on
Issues related to a current process
Ideas for improved processes
The corresponding conversation is oftenmore important than the process map itself
A pragmatic process map is better than a perfect one
and
Use common language to gain a common understanding
Process maps
Observations from the PPR research initiative
• Reviewing a big process seems daunting until you map it out
• Collaborative nature of the exercise develops an appreciation of what’s involved and the amount of work which goes on within the process
• Inclusiveness and sense of co-ownership fosters engagement and cooperation across teams /depts.
• Great value of having the right people in the room, giving them facilitated time to talk and think things through
• Appreciation of diverse/different roles/responsibilities and perspectives to remove difficulties/obstacles
• Through constructive challenging, simple issues and solutions often become apparent
• PPRs bring out many assumptions which often hinder effective working, these can be discussed and clarified
Standardised Process mapping shapes
Start and end points
A task/activity within the process
Direction of flow
Decision e.g. yes or no
Document
Data
Off page connector
Database access storage
In VISIO
A sub task/sub activity within the process
Next page reference
Process mapping swim lanes
Source image: SUMS Consulting: Participative Process Change, Good Practice Guide
Process Review Team Activity 4
1/ Using the materials provided develop The “as is” process map for your designated process review.
Top tip: hold back from drawing connecting flow lines until near the end of the activity as these often change through discussions
2/ Produce the accompanying session diagnosticsnotes highlighting issues, observations, actions et al
50 minutes (depending on level of complexity of process)
Review your process from a Lean perspective
Waste • How much demand and work is
triggered by failure, rework and duplication?
• Which stages of the process deliver no value to the customer?
• Where is there non-value adding waste in the process
Flow• Is the process “push” (i.e. set items
produced regardless) or “pull” (i.e. customer demanding a service)
• Where are the bottlenecks?• How does the “lead time” (waiting)
compare to the “process time”• How many people and stages are
involved?
Customers & Value• Who are the customers of the
process?• What is the value the process
delivers to these customers?
Perfection.. In an ideal world….• How many process stages would
be required?• How long would it take?• How many people would be
involved?
Session 5: Design proposal for a new process
and an introduction to VISIO and Lucidchart
Process mapping what are we looking to achieve from this map?
• Better end user response /satisfaction• reduce mistakes, rework and errors in communication
• Quicker turn around times• reduce delays, waiting and queues
• Reduce duplication of effort• Introduction of improved systems • Introducing new services • More accurate information • Transferring of functions from dept to another • Reduce antiquated or unnecessary tasks
• We have always done it but can’t remember the reason why (NHS Hospital weekly bicycle stats)
Example prompts
Process Review Team Activity 5
Produce a process map for a proposed new process.
Process mapping
and then “Kaizen”
• a culture of sustainable continuous improvement • an encouragement of continual questioning, review, analysis and
improvement
once you have your process map
Session 6: Presenting your proposals for Stage 6: Write report
Presenting your proposals some thoughts
• Reports will vary depending upon the original need • refer back to the original Terms of Reference
• Prioritise your proposals from most important downwards your proposals should be considered in terms of their • desirability linked to strategic aims and freeing up resourcing • feasibility with regards implementation
• Be as brief as you can be and make it easy to read and understand.
Stage 6: Write report
Report includes, • Definition of as is process together with proposal for any new process.• Highlights, issues, dependencies, linkages, risks and other key impacts• Recommendations with outline of cost and resource implications
Process Review Team Activity 6
Using flip chart and pend outline what will bein your process review report
• Key findings • Key proposals • Next step actions
15 minutes
Session 7: Decisions and next steps
?
Owing to the wide spectrum of variables involved in process reviews this workshop is unable to provide suitable guidance
Decisions need to be made for next steps
Variables include• size and nature of the process under review (Small / Large)• whether a process crosses department boundaries• simple cost effective changes vs large resource investment• is the next step writing a project business case• further investigation required• consult with stakeholders• regulatory considerations to consider• employee relation issues
Over to the Process Review Sponsor
Process Review Team Activity 7
What next?
5 minutes
The end
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