process improvement with piso ® piso ® structured analysis techniques... workplace creativity...

Process improvement with Process improvement with PISOPISO®®

PISOPISO®® Structured Analysis Techniques Structured Analysis Techniques

PISOPISO®®

... workplace creativity driven by strategy... workplace creativity driven by strategy *

© D A Deeks University of Sunderland 2005

* ‘Process Improvement for Strategic Objectives’, PISO® and ‘workplace creativity driven by strategy’ are the property of The University of Sunderland. PISO® trademark design by Abdul

Ali and Matthew James

*

V5.1

refer sections 1, 2, 5, 6refer sections 1, 2, 5, 6

PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005

Stakeholders

Logical views, using

data flow diagrams

Strategic objectives

… strategic objectives engaging with detailed analysis

… stakeholders doing it for themselves

… data flow diagram logicalisation, twice 1 – for systems efficiency2 – to meet an agreed strategic objective

PISOPISO®®Strategic objectives

Stakeholders


data flow diagrams

PISO key features


Stage 0

… identify area requiring

improvement

PISO stages

Stage 1

… develop objectives

Strategic objective

s

Stage 3

… design proposed system

Stage 2

… analyse current system


data flow diagrams

Stakeholders …


processes involve us in carrying out activitiesprocesses should always ‘add value’if they are poorly designed in this regard, or are well designed but we have difficulty in carrying them out, we feel frustratedwe all have ideas of how we would do the job … if only we could make some changesby examining our reasons for frustration or lack of job satisfaction, we discover our strategic objectives for change

Processes, frustrations, strategic objectives


Strategic objectives

individual aspirations, organisational mission statementsdon’t involve much of ‘how’an efficient organisation is one where its overall strategic objectives are in line with their employees’ individual ones

and process improvement

employees have a vast amount of experience, knowledge of what is wrong with the processes they are asked to use‘what is wrong’ can be transformed into strategic objectives for changePISO® provides a powerful, step-by-step approach to allow employees to engage their strategic objectives with the processes they use, to bring about effective improvements


Identify general area requiring

improvement

Establish initial improvement area

(‘system’) boundary

Logicalise dfd(s) for strategic objective(s)

Analyse and resolve any conflicts between strategic objectives

Prepare physical dfd(s) of proposed

system(s)

Gather information about current system, and confirm boundary

Prepare physical dfd(s) of

current system

Logicalise dfd(s) for systems efficiency

2.1

2.3

3.3

3.2

3.1

stage 0 identify area requiring improvement

stage 1

develop objectives

stage 2 analyse current system

stage 3 design proposed system(s)

(initial framework developed by H M Edwards, 1997)

Identify initial stakeholders to conduct project

Identify initial strategic objective(s)

Identify further stakeholders, and

analyse involvement

Refine strategic

objective(s)

Establish operational objectives

Define operational objectives in terms of

dfd notation

1.1

1.2

1.3

1.4

1.5

0.1

0.2

0.3

2.2

© D A Deeks University of Sunderland 1997-2005. All rights reserved.

framework of stages & steps

PISO® 2005

four of the steps use data flow diagrams (dfds)

The PISO® framework

by changing the dfds, we improve the processes

dfds show processes and the data that flows to and from them

refer section 1 p5refer section 1 p5


Consultant surgeon 6

8 Waiting list officer

Authorise referral to waiting list

7 Medical secretary

Process ‘Out-patient decision’ letter

Maintain waiting list

Patient

GP appoint request (visit)

Referral request (verbal)

Referral letter

GP Appointment Diary D1 Agreed GP appointment

Patient Admin System D3 Referral letter details

Referral & appntmnt details

Waiting list outcome form

Patient case notes + consent form

‘Out-patient decision letter’ details (verbal)

‘Out-patient decision’ letter

Waiting List System D5 Waiting list card details

Procedure request

Referral letter details

GP Receptionist 1

Maintain GP Administration

*

a

GP 2

Authorise referral to hospital *

4 Medical records

Prepare case notes for clinic

*

3 Out-patient recep

Maintain out-patient appointments

*

*

*

*

Procedure consent

Hosp appoint lett

Ref cnsnt (vrbl)

Available GP appointments

GP Patient Database D2

‘Out-Patient decision’ letter

Appntmnt-dated referral letter

Patient case notes

One-week-out ‘pulling list’

Patient case notes

Appntmnt details

Waiting list outcome details

‘Out-Patient decision’ details

Out-Patient Module D4

5 Clinic nurse

Conduct clinic

*

Patient case notes

Patient Records M2 Patient case notes

Appntmnt-dated referral letter

Patient case notes Patient case notes + consent form

Out-Patient Module D4 Available procedure dates

Selected procedure date

Patient case notes + consent form

Patient Records M2 Patient case notes / consent form

Waiting list card

Waiting List Box

Receipt-dated referral letter

Appntment-dated referral letter M1 Referral letters folder


Appntmnt-dated referral letter M1 Referral letters folder

Clinic Case Notes M3



GP appoint request (tel)

Ref adv (vrbl)

Procedure advice

Confirmed GP appoint arrival

Avail GP appoints (tel)

Agreed GP appoint (tel)

Avail GP appoints (visit)

Agreed GP appoint (visit)

Confirmed GP appoint arrival

9 Nurse co-ordinator

10 Service co-ordinator

Confirm ‘to-come-in’ date and details

Process ‘to-come-in' letter

Theatre Diary M6 Patient details + 'To-come-in' date

Theatre date

‘To-come-in’ date

Agreed 'to-come-in' date (by tel)

'To-come-in' letter

*

*

‘Confirm waiting list’ letter

M5 Waiting list card

Waiting list card

Waiting list card 'To-come-in' date req (by tel)

Avail 'to-come-in' dates (by tel)

Agreed 'to-come-in' date (by visit)

'To-come-in' date req (by visit)

Avail 'to-come-in' dates (by visit)

… does what it did before, but much more efficiently

(ignore the detail, note the shapes and sizes!)

PISO® ‘before and after’ dfds - Pontefract General Infirmary

From this (step 2.2) ...

to this (step 3.3) ...

1

Process GP appointment

Patient

GP appointment request (visit)

a

Available theatre slots

GP Receptionist

2

Conduct vasectomy referral procedure

GP

Information booklet and leaflets

Completed consent form

Selected theatre slot

Confirmed GP appoint (tel)

Vasectomy request

Vasectomy approval

Patient i.d. D1

Patient details

Patient i.d.

Agreed GP appoint (tel)

Available GP appointments (tel)

GP appnt request (tel)

Available GP appointments (visit) Agreed GP appointment (visit)

Confirmed GP appointment (visit)

Confirmed GP appointment arrival

Patient details

D2

Appointments diary Available appointments

Selected appointment

Patient details Updated patient details

D3

Theatre bookings

M1

Consent forms

M2

Info booklets

M3

Info leaflets

Available slots Selected slot

Consent form

Info booklet

Info leaflet

*

*

refer section 1 p2-3refer section 1 p2-3


From this (step 2.2) ... to this (step 3.3) ...

PISO® ‘before and after’ dfds - Marine Construction Ltd

… results in something new, to improve controlrefer section 2 p4, section 5 refer section 2 p4, section 5

p3p3

Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4

BQ1(completed) +quotation (copy 2) + drawing + materials spec

Quotation (copy 1)

Letter of intent

M4

BQ1(4) + drawing + materials spec


M3


M2



M1

BQ1(1)

BQ1(1)

BQ1(1)


*

*

*

*

M5

Quotes file

BQ1(completed) + quotation (copy 2) + drawing + materials spec


M7

Labour Rates File

Labour costs

Materials Catalogue

M6

Materials costs




Customer

Order

a

e

Processing Dept

1

Progress

2

quotation

Quotation/spec/drawing

Letter of intent

Design

b

Liaise with Initial customer specification

Total cost details

D2 Standard Costs Standard Labour, Material and Equipment Costs

D1 Customer Details

Production

Office

Updated customer specification

Quotation details

Updated quotation Sales Manager

Office

Design and materials details

Work schedule

Quotation details

customers

c

d

Initial customer specification

Design & Materials schedule


Quotation

Order confirmation

Customer requirements

Mark-up details

Quotation details

Quotation query

Response to quotation query

Quotation query


*

*

M1 Specifications/drawings

Specification/drawing



Estimating Dept



Quotation

Quotation


Updated Quotation M2 Quotations & Letters of intent

M2 Quotations & Letters of intent

Letter of intent

Customer Liaison Updated customer specification


Order confirmation details



LOGICAL dfds depict a logical view of a physical circumstance

PHYSICAL dfds depict a physical circumstance

• LOGICAL VIEWS VARY, dependent upon the information • available• considered relevant

PISO® uses PHYSICAL and LOGICAL dfds

refer section 1 p11-refer section 1 p11-1212


TELESALES

Telephone

PROSPECTIVE

a

2

M1

SALES FLOOR

Speak with

1 Product/service info

MAILOUTS

Mail

3

'PHONE DIRECTORY M2

'Phone no.

M1

PROSPECTIVE CLIENT M3

Address prospective client

prospective client

prospective client

Product/service info

Product / service

info

Product / service

info



LIST

PRODUCT/SERVICE INFO


CLIENT

… with physical features and constraints clearly shown


refer section 1 refer section 1 p11p11

Physical ...


Logical ...

… with physical features and constraints removed, to expose the rationale behind the system

CONTACT DATA

PROSPECTIVE

a

D2

Communicate

1

Contact data

CLIENT

COMMUNICATION DATA D1

Communication data Communication

data

CURRENT /





improvement






system(s)



current system


2.1

2.3

3.3

3.2

3.1


stage 1

develop objectives







analyse involvement

Refine strategic

objective(s)



dfd notation

1.1

1.2

1.3

1.4

1.5

0.1

0.2

0.3

2.2



PISO® 2005

PISO® uses dfds four times

2 a LOGICAL dfd for ‘systems efficiency’ purposes - to give a logical view of the current ‘system’, with physical constraints removed

3 a second LOGICAL dfd for ‘strategic objectives’ purposes, to give a re-engineered logical view of how the ‘system’ could look if a required strategic objective was incorporated

4 a final PHYSICAL dfd to show how the strategically re-logicalised ‘system’ could be physically implemented.

1 a PHYSICAL dfd to depict the current ‘system’, warts and all







improvement






system(s)



current system


2.1

2.3

3.3

3.2

3.1


stage 1

develop objectives







analyse involvement

Refine strategic

objective(s)



dfd notation

1.1

1.2

1.3

1.4

1.5

0.1

0.2

0.3

2.2



PISO® 2005

PISO® and strategic objectives ...

originate within an improvement area

developed through stakeholder consensus

converted into operational objectives, then expressed in terms of dfd notation

drive the strategic re-logicalisation process

crucial - the core of PISO®’s approach

refer section 1 p 7-8, 10-11refer section 1 p 7-8, 10-11


GP Receptionist

1

GP 2

Maintain GP Appointments

Authorise referral to hospital

GP Appointment request GP appointment date GP appointment request

Referral letter details

*

Patient

a

*

GP appointment date

Referral request

GP Appointment Diary D1

Out-patient recep 3

Process referral letter receipt *

Referral letter

*


Allocate appointment date

Patient Admin System D3 Referral letter details


Out-patient recep 5

Book appointment

*

Appointment-dated

referral letter

Out-patient Module D4 Referral & appointment details

Available dates

Patient Records M2

Appointment letter

Medical records 6

Prepare case notes for clinic

*

Appointment-dated

referral letter

Appointment-dated referral letter

Out-patient recep 7

Administer appointment *

Patient case notes

One-week-out ‘pulling list’


Conduct consultation

*

Appointment letter Appointment details

Procedure request

M3 Patient case notes with consent form

Clinic Case Notes M3 Patient case notes

Patient case notes

Waiting list outcome details

Medical secretary 10

Process ‘Out-patient decision’ letter

*

Waiting list outcome form

‘Out-patient decision letter’ details

GP Receptionist 11

Record referral details

*

‘Out-patient decision’ letter


Out patient decision details


Waiting list officer 12

Maintain waiting list

*

Waiting list card

Waiting List Box M5

Waiting list card details Waiting List Diary M4 Waiting list card

Nurse co-ordinator 13

Confirm ‘to-come-in’ date and details *

‘Confirm waiting list’ letter

‘To-come-in’ date

Waiting list card

Theatre Diary M6 ‘To-come-in’ date

Theatre date

Service co-ord 14

Process ‘to-come-in’ letter

*

‘To-come-in’ letter ‘To-come-in’ date

Patient case notes

Patient case notes

Clinic nurse 8

Conduct clinic

*

Referral consent

Procedure consent

* Selected date

Referral Letters folder M1 Receipt-dated referral letter

Appointment-dated referral letter

Patient case notes with consent form

Clinic Case Notes Patient case notes with consent form

Patient Records M2 Patient case notes with consent form

… all data flow diagrams use the same four elements

The four ‘elements’ that make up dfds

Whether complicated ... or simple...

TELESALES

Telephone

PROSPECTIVE

a

2

M1

SALES FLOOR

Speak with

1 Product/service info

MAILOUTS

Mail

3

'PHONE DIRECTORY M2

'Phone no.

M1

PROSPECTIVE CLIENT M3

Address prospective client

prospective client

prospective client


Product / service

info

Product / service

info



LIST



CLIENT

1 Processes

2 Data stores

3 External entities

4 Data flows



SYSTEM BOUNDARY

Information provider

a

Information I provide Information

recipient

b

Information exchanger

c

Information I use

Information I use

Information I provide

The four ‘elements’ that make up dfds

3 An External Entity is a person or place holding information outside the system that the process uses or provides

Data I use M1

M2

DATA I NEED

DATA I PROVIDE

M3 DATA I MAINTAIN

Data I provide

Data I use

Data I provide

2 A Data Store is ‘data at rest’ within the system that the process uses, provides or maintains. ‘M’ indicates manual, physical data. (‘D’ indicates computer-based data).

4 A Data Flow shows the data that flows between the processes and the other elements

Note: ‘INFORMATION is DATA that has been PUT INTO CONTEXT’

1 A Process is something that is done by a person or place within the system

ME

Do my job

1


SYSTEM BOUNDARY

ME

ME

Do this part of my job

ME

Do the other part of my job

Do that part of my job

1

2

3

A ‘system’ is one or more processes, fulfilling a need

• It may involve just one person ...

Data I use M1

M2

DATA I USE

DATA I PROVIDE

M3 DATA I MAINTAIN

Data I provide

Data I use

Data I provide


a


Information recipient

b


c

Information I use



Information I use



• or it may involve a number of people.

Such ‘whole system’ diagrams are called ‘level 1’ dfds

SYSTEM BOUNDARYData this person

uses M1

M2

DATA THEY USE

DATA THEY PROVIDE

M3 DATA THEY MAINTAIN

Data that person provides

Data the other person uses

Data the other person provides

Data that person uses


a

Info this person provides


b


c

Info this person uses

Info the other person provides

Info that person uses

Info that person provides

THAT PERSON

THIS PERSON

Do their job

THE OTHER PERSON

Do their job

Do their job

1

2

3


SYSTEM BOUNDARYData this person

uses M1

M2

DATA THEY USE

DATA THEY PROVIDE







a



b


c





THAT PERSON

THIS PERSON

Do their job

THE OTHER PERSON

Do their job

Do their job

1

2

3

If a process is considered to be showing sufficient detail …


*

*

… an asterisk is used to indicate this. refer section 1 p refer section 1 p 14,1514,15


SYSTEM BOUNDARY


Processes where more detail is required (i.e. without an asterisk) …

*

Data this person uses M1

M2

DATA THEY USE

DATA THEY PROVIDE







a



b


c





THAT PERSON

THIS PERSON

Do their job

THE OTHER PERSON

Do their job

Do their job

1

2

3

*

… are analysed further, using a ‘level 2’ dfd…



SYSTEM BOUNDARY

Do this part of my job1

ME

ME

Do this bit of this part of my job

Do that bit of this part of my job

1.1

1.2 Shared data I use M1 DATA I USE


a


b

Information I use


M1 D1/1

MORE DATA I USE

My own data I use


… and often ‘secret data stores’.


… unearthing sub-processes …



When the level 1 dfd covers several departments, each department should be represented by one level 1 process box.

1

When the level 1 dfd represents one sub-sectioned department, each sub-section (which may be only one person) should be represented by one level 1 process box.

2

• Greatly assists further analysis

• Based upon the following guidelines ...


When the level 1 dfd represents one ‘multi-skilled’ department or individual, each function should be represented by one level 1 process box.

3

The ‘one process per functional area’ rule


Customer

Sales Office

Make out BQ1

a 1

Specification

BQ1(1) M1

BQ1(1)

*

*

Design Office

Produce drawing

2

Materials Office

Price materials

3

BQ1(1)

BQ1(2) + drawing + materials spec and materials spec

Production Office 4

M2

M3






Add labour costs

*

*

*

M7 Labour Rates File Labour costs

Materials Catalogue M6 Materials costs

PISO® step 2.2 - Preparing alevel 1 current physical dfd

… It is then sent to the Design Office who produce the drawing and material specifications and send this with a partially complete BQ1 to the Materials Office. They price up the material needed using their Material Catalogue and add this detail to the BQ1 before passing it to the Production Office. Here the required labour is estimated and, using the labour rates held in the Labour Rates File, the estimate is added to the BQ1. ...

Customers send to Marine Construction a specification of the boat they want built. The Sales Office use this detail to make out a special form, BQ1, that includes the customer specification as well as a deadline date for the quote to be ready. ...

… the ‘system walkthrough’ approach 1 note what happens2 draw a level 1 process for it



Design Office

Produce drawing

2

Materials Office

Price materials

3

BQ1(1)


Production Office 4

M2

M3






Add labour costs

*

*

*



Customer

Sales Office

Make out BQ1

a 1

Specification

BQ1(1) M1

BQ1(1)

*

*

PISO® step 2.2 - Preparing alevel 1 current physical dfd

Order b

Processing Dept

Quotes File M5

Sales Office

Add mark -up and

5

Process

6 Sales Office

prepare quotation BQ1(completed) + quotation (copy2) + drawing + mat spec

BQ1(completed)

+ quotation (copy2)

+ drawing + materials spec letter of intent BQ1(completed)

+ drawing + materials spec

+ quotation (copy2)

Letter of intent

M4

BQ1(4) + drawing

+ materials spec



*

*

Quotation (copy 1)

… The BQ1 is now returned, with the drawings and specifications, to the Sales Office who complete it by adding on an appropriate mark-up by reference to the Sales Manager. Using the now complete BQ1 two copies of a formal quotation are prepared. One copy is sent to the customer and the other is filed with the BQ1, drawing and materials specification in the Quotes File. If and when the customer sends a letter of intent the relevant BQ1, copy of the quote, drawing and materials specification are retrieved from the Quotes File and sent to the Order Processing System.

… but is our diagram ‘one process per functional area?’

NO!!


Remember the ‘one process per functional area’ rule?

When the level 1 dfd covers several departments, each department should be represented by one level 1 process box.

1

When the level 1 dfd represents one sub-sectioned department, each sub-section (which may be only one person) should be represented by one level 1 process box.

2

• greatly assists further analysis

• based upon the following guidelines ...

When the level 1 dfd represents one ‘multi-skilled’ department or individual, each function should be represented by one level 1 process box.

3

Marine Constructionrefer section 2 refer section 2

p4p4


From ‘walkthrough’ level 1 dfd ...

Customer

Sales Office

Make out BQ1

a 1

Specification

BQ1(1) M1

BQ1(1)

*

*

Order b

Processing Dept

Quotes File M5

Sales Office

Add mark-up and

5

Process

6 Sales Office

prepare quotation BQ1(completed) + quotation (copy2) + drawing + mat spec

BQ1(completed) + quotation (copy2) + drawing + materials spec letter of intent

BQ1(completed)


+ quotation (copy2)

Letter of intent

M4




*

*

Design Office

Produce drawing

2

Materials Office

Price materials

3

BQ1(1)


Production Office 4

M2

M3






Add labour costs

*

*

*



Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4


Quotation (copy 1)

Letter of intent

M4



M3


M2



M1

BQ1(1)

BQ1(1)

BQ1(1)


*

*

*

*

M5

Quotes file



M7

Labour Rates File

Labour costs

Materials Catalogue

M6

Materials costs





refer section 2 p3-4refer section 2 p3-4

… to ‘one process per functional area’.

But are we showing sufficient detail? - do we need to expand any processes to level 2?


Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4


Quotation (copy 1)

Letter of intent

M4

BQ1(4) + drwng + materials spec


M3



M2




M1

BQ1(1)

BQ1(1)

BQ1(1)



*

From initial ‘one process perfunctional area’ level 1 dfd …

Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4


Quotation (copy 1)

Letter of intent

M4



M3


M2



M1

BQ1(1)

BQ1(1)

BQ1(1)


*

*

*

*

M5

Quotes file



M7

Labour Rates File

Labour costs

Materials Catalogue

M6

Materials costs




… to refined version, awaiting expansion

of processes 1, 3 & 4 refer section 2 p4-5refer section 2 p4-5

• Datastores M5, M6, M7: removed each used by only one process (‘secret’ to that process) will ‘reappear’ at level 2, with new numbers

• Processes 1, 3 and 4: asterisks removed


From level 1 of whole ‘system’ … … to level 2 of one process (process 1)


Customer

Deal with customer

Order

a

b

Processing Dept

1

Sales Office

Process

1.3

Specification BQ1(1)

BQ1(4) + drawing


BQ1(completed) + quotation (copy2)

Letter of intent

+ materials spec

Sales Office 1.1

Make out BQ1

Sales Office 1.2

Add mark-up and prepare

quotation

letter of intent

Quotation (copy 1)

M1/1 Quotes File

BQ1(completed) + quotation (copy2) + drawing + materials spec

BQ1(completed) + quotation (copy2)


*

*

*

M1 BQ1(1)

M4 BQ1(4) + drawing + materials spec

• Process description at top of process box• M5 Quotes File now M1/1 to indicate ‘ownership’

by process 1 (others would be M1/2, M1/3 etc)

Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4


Quotation (copy 1)

Letter of intent

M4

BQ1(4) + drwng + materials spec


M3



M2




M1

BQ1(1)

BQ1(1)

BQ1(1)



*


Remove physical ‘carriers’ of data (documents, telephone calls etc) – and identify the actual data required by the recipient of the data

Data flows

Remove data duplication – i.e. where it is known that there is a significant overlap in the actual data held by two or more data stores

Remove or rename data stores that hold physical documents

Data stores

Remove people and places

Change ‘experts’ into external entities – i.e. to indicate where human attributes such as authority, subjective judgement etc are required by the system

Remove processes that simply move data around – i.e. where a process exists purely to move physical data, or sort it, etc

Processes

• Existing system ‘one process per functional area’ physical dfd used as basis

• Dfd elements considered as follows …refer section 3 p3refer section 3 p3

Guidelines for logicalising for systems efficiency


In a logicalised dfd ...

… are removed if they simply file data, or purely move it around in any way

File Materials Cost Forms

4Cost Clerk

… have no people or places.Process Materials

Cost Forms

2Cost Clerk 2

✓Process Materials

Cost Forms

Processes

Determine Materials

Costs

3 … may result in new external entities.

Materials Manager

✓

Request for costs expertise

Costs expertise

If someone who provides subjective judgement is removed from a process they are considered an ‘expert’ and become an external entity, with dataflows indicating their expertise requested and provided


… and there are usually fewer dfd ‘levels’

D1Customer DetailsM1Customer Folder

M2Customer Box File

… are as few as possible✓

… are all designated ‘D’, and renamed to ignore any physical carriers of the data

Data stores

Account application form

Account application details

Data flows

… do not indicate what physically carries the data, but only the specific data required by the recipient.

✓✓

Account applicant number



From physical ...

(levels 1 and 2)

to logical ...

Price Materials 3

Cost materials

3.4

3.1

Check materials

Materials Office 3.2

Obtain price from Bought Ledger

and add to BQ1

Materials Office

against stock card index

M3/1 Stock Card Index

Stock details

Part numbers (sufficient stock)


Obtain price from Materials Catalogue

Part numbers (insufficient stock)

M3/2 Materials catalogue M3/3 Bought Ledger

Prices Prices

Materials Office

Part nos & Prices

Part nos & Prices

* *

*

*

+ drawing BQ1(2) + materials specn


BQ1(2)

M2



BQ1(3)

M3


Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4


Quotation (copy 1)

Letter of intent

M4



M3



M2




M1

BQ1(1)

BQ1(1)

BQ1(1)



* Design

Office

Convert customer requirements into design & materials

details

1

Determine materials costs

2

3


Standard Costs Standard Material costs

Materials costs

Determine labour & equipment

costs

Standard Labour & equipment costs

4

Process quotation


Labour and equipment costs

Total Cost details

Mark-up

Quotation details

Production

c

Office Work schedule details

Sales Manager

d

Order Processing Dept

e

Customer

a

Total Cost details

Mark-up details

Quotation details

Quotation details

Order confirmation

New/Updated Customer requirements

Existing Customer requirements




Customer Details D1

Customer Details D1

D2

*

*

*

*

Customer

b

a



(level 1)




Remove physical ‘carriers’ of data (documents, telephone calls etc) – and identify the actual data required by the recipient of the data

Data flows

Remove data duplication – i.e. where it is known that there is a significant overlap in the actual data held by two or more data stores

Remove or rename data stores that hold physical documents

Data stores

Remove people and places

Change ‘experts’ into external entities – i.e. to indicate where human attributes such as authority, subjective judgement etc are required by the system

Remove processes that simply move data around – i.e. where a process exists purely to move physical data, or sort it, etc

Processes

• Existing system ‘one process per functional area’ physical dfd used as basis

• Dfd elements considered as follows …refer section 3 p3refer section 3 p3

Guidelines for logicalising for systems efficiency



… are removed if they simply file data, or purely move it around in any way

File Materials Cost Forms

4Cost Clerk

… have no people or places.Process Materials

Cost Forms

2Cost Clerk 2

✓Process Materials

Cost Forms

Processes

Determine Materials

Costs

3 … may result in new external entities.

Materials Manager

✓

Request for costs expertise

Costs expertise

If someone who provides subjective judgement is removed from a process they are considered an ‘expert’ and become an external entity, with dataflows indicating their expertise requested and provided


… and there are usually fewer dfd ‘levels’

D1Customer DetailsM1Customer Folder

M2Customer Box File

… are as few as possible✓

… are all designated ‘D’, and renamed to ignore any physical carriers of the data

Data stores

Account application form

Account application details

Data flows

… do not indicate what physically carries the data, but only the specific data required by the recipient.

✓✓

Account applicant number



From physical ...

(levels 1 and 2)

to logical ...

Price Materials 3

Cost materials

3.4

3.1

Check materials


Obtain price from Bought Ledger

and add to BQ1

Materials Office

against stock card index

M3/1 Stock Card Index

Stock details

Part numbers (sufficient stock)


Obtain price from Materials Catalogue

Part numbers (insufficient stock)

M3/2 Materials catalogue M3/3 Bought Ledger

Prices Prices

Materials Office

Part nos & Prices

Part nos & Prices

* *

*

*

+ drawing BQ1(2) + materials specn


BQ1(2)

M2



BQ1(3)

M3


Customer

Sales Office

Order

Deal with customer

a

b

Processing Dept

1

Design Office

Produce drawing

2

Materials Office

Price materials

3

Specification

and materials specn

Production Office

Add labour costs

4


Quotation (copy 1)

Letter of intent

M4



M3



M2




M1

BQ1(1)

BQ1(1)

BQ1(1)



* Design

Office


details

1


2

3



Materials costs


costs


4

Process quotation



Total Cost details

Mark-up

Quotation details

Production

c


Sales Manager

d


e

Customer

a

Total Cost details

Mark-up details

Quotation details

Quotation details

Order confirmation






Customer Details D1

Customer Details D1

D2

*

*

*

*

Customer

b

a



(level 1)




e.g. ‘Create boats that meet a customer’s expectations first time, without modification’

e.g. ‘Create boats that meet a customer’s expectations first time, without modification, by allowing customers on-going involvement in the quotation process’

Developing objectives

e.g. ‘Improve patient access to a theatre slot for a vasectomy under local anaesthetic by way of a direct booked admission’

1 Step 1.1: Identify initial strategic objective(s)

‘Ensure patient kept fully informed and involved in process’ …

e.g. ‘Improve patient access to a theatre slot for a vasectomy under local anaesthetic by way of a direct booked admission’ …

‘Reduce waiting time for surgery’ …

‘Make more efficient use of theatre slots’



2 Step 1.2: Identify further stakeholders, & analyse involvement



3 Step 1.3: Refine strategic objectives



e.g. ‘Create new customer liaison function’ …


e.g. ‘Provide one-stop appointment at GP surgery with successful outcome of booked date and time on theatre slot’ …

4 Step 1.4: Establish operational objectives



‘Automatically provide customer liaison function with up-to-date information regarding quotation progress’ …‘ALL customer enquiries to be dealt with by customer liaison function’

‘Reduce number of non-attenders for surgery by ensuring consent/agreement of patient regarding appointment date and time’ …‘Reduce waiting time for surgery by freeing up consultants from clinic consultations’ …

‘Provide up-to-date ‘procedure’ information, to be given to patient at time of booking’


‘Data flows to/from customers to be improved/increased’ …


e.g. ‘Minimise number of processes involving patient’ …

5 Step 1.5: Define operational objectives in terms of dfd notation

‘Data flows to/from customers to only contact customer liaison process’ …

‘Include process(es) and dataflows indicating theatre booking and update during GP appointment’ …

e.g. ‘Introduce customer liaison process’

‘Data stores of up-to-date quotation details to be maintained by all stages of quotation process and accessible by customer liaison process’ …

‘Data stores of up-to-date customer queries/responses to be maintained by customer liaison and accessible by all quotation processes’ …

‘Customer liaison process to have direct data flows to all datastores maintained by the quotation processes’

‘Include process(es) and datastore(s) indicating patient consent to procedure and agreement with booking date and time, during GP appointment’ …

‘Include datastore of patient information’

‘Include process(es) and dataflow(s) indicating provision of ‘procedure’ information to patient, during GP appointment’ …

refer section 6 p18refer section 6 p18refer section 4 p3refer section 4 p3

‘Ensure data flows to and from patient indicate consent to procedure during GP appointment’ …


Logicalising to meet strategic objectives

1 Step 1.1: Identify initial strategic objective(s)

2 Step 1.2: Identify further stakeholders, and analyse involvement

4 Step 1.4: Establish operational objective(s)

5 Step 1.5: Define operational objective(s) in terms of dfd notation

6 Step 3.1: Reshape the current logical dfd by considering in turn each objective from (5) above as follows … If answer = YES:

Modify or delete the component to meet the objective

Question:

Might this objective have implications for any existing dfd component ?

Question:

Might this objective require one or more new dfd component ?

If answer = YES:

Introduce new component(s) to meet the objective


3 Step 1.3: Refine strategic objective(s)


efficiency objectives

Strategic objectives that emphasise efficiency aspects (e.g. time or cost saving, getting rid of duplication of effort) tend to be the commonest and ...

… typically result in an outcome with fewer processes / dataflows / datastores than the original system. Pontefract is such an example.

Strategic objectives that emphasise quality aspects (e.g. extra controls or checks) …

… typically result in elements being added, whilst also automatically addressing efficiency aspects. Marine Construction is such an example.

Outcomes from efficiency and quality objectives

quality objectivesrefer section 6 p17-refer section 6 p17-

1919

NOTE: before ADDING a process to check/verify output from another process, establish whether THAT process might be improved to send the right output in the first place!!



Design Office


details

1


2

3



Materials costs


costs


4

Process quotation



Total Cost details

Mark-up

Quotation details

Production

c


Sales Manager

d


e

Customer

a

Total Cost details

Mark-up details

Quotation details

Quotation details

Order confirmation






Customer Details D1

Customer Details D1

D2

*

*

*

*

Customer

b

a



Customer

Order

a

e

Processing

Dept

1

Progress

2

quotation

Quotation details

Order confirmation

Design

b

Liaise with


Total cost details

D2 Standard Costs

Standard Labour, Material and Equipment Costs

D1 Customer Details

Production

Office


Quotation details

Mark-up details Sales

Manager

Office


Work schedule details

Quotation details

customers

c

d


Design & Materials details


Total Cost details

Order confirmation


Mark-up details

Quotation details

Quotation query


Quotation query Response to quotation query

*

*

Logicalising to meet strategic objectives

from ‘systems efficiency’…

… to ‘strategic objectives’




Creating ‘proposed system’ physical dfds

More than one proposed system? ...

Any guidance in the strategic objective? – e.g. …


• ‘… to a maximum cost of …’

• ‘… ensuring minimum disruption in the short term’

• otherwise, common to give two or three alternatives e.g. …

If strategic objective very specific, only one solution may be appropriate

… quick and easy short-term ‘fix’

… comprehensive long-term solution


Creating ‘proposed system’ physical dfds

1 Two fundamental organisational questions ...

2 … which translate into the following dfd questions

• Which person/department will do this?

• How will it physically be made to happen?

• Is it necessary to re-introduce any physical documents/MManual datastores?

• e.g. ‘official’ documents, pre-printed leaflets, forms for signature etc.

• Do computer DDatastores indicate new computer facilities needed?• may be appropriate to have a short-term version with them MManual


• Will existing job functions/departments undertake a process, or are new ones needed?• Have any existing job functions/departments become unnecessary to this system?

• Do any ‘expert’ external entities need to be re-instated within processes?

• people whose authority/judgement is, after all, necessary to the system• consider carefully before giving them back all parts of their old process(es) – some aspects may be better covered by other staff?


From ‘strategic objective’...

Customer

Order

a

e

Processing

Dept

1

Progress

2

quotation

Quotation details

Order confirmation

Design

b

Liaise with


Total cost details

D2 Standard Costs

Standard Labour, Material and Equipment Costs

D1 Customer Details

Production

Office


Quotation details

Mark-up details Sales

Manager

Office


Work schedule details

Quotation details

customers

c

d




Total Cost details

Order confirmation


Mark-up details

Quotation details

Quotation query


Quotation query Response to quotation query

*

*

to ‘recommended system’

Customer

Order

a

e

Processing Dept

1

Progress

2

quotation

Quotation/spec/drawing

Letter of intent

Design

b

Liaise with Initial customer specification

Total cost details

D2 Standard Costs Standard Labour, Material and Equipment Costs

D1 Customer Details

Production

Office


Quotation details

Updated quotation Sales Manager

Office


Work schedule

Quotation details

customers

c

d




Quotation

Order confirmation


Mark-up details

Quotation details

Quotation query


Quotation query


*

*

M1 Specifications/drawings




Estimating Dept



Quotation

Quotation


Updated Quotation M2 Quotations & Letters of intent

M2 Quotations & Letters of intent

Letter of intent

Customer Liaison Updated customer specification




• physical places – i.e. people / departments

• physical data carriers – i.e. documents etc.





improvement

Establish initial improvement area (‘system’) boundary




system(s)



current system


2.1

2.3

3.3

3.2

3.1


stage 1

develop objectives







analyse involvement

Refine strategic

objective(s)



dfd notation

1.1

1.2

1.3

1.4

1.5

0.1

0.2

0.3

2.2



PISO® 2005

Physical dfd(s) of current system

PISO® dfd(s)

Logical dfd(s) of current system (‘systems efficiency’)

Logical dfd(s) of proposedsystem (strategic objectives’)

Physical dfd(s) of proposedsystem

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