Business Process Mapping Workbook IMPROVING CUSTOMER SATISFA CTION J Mike Jacka Paulette J Keller John Wiley & Sons, Inc ffirs.indd i 5/18/09 6:41:05 PM To Ken, for having the bravery to let us be ourselves Copyright © 2009 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4470, or on the Web at www.copyright.com Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at www.wiley.com/go/permissions Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose No warranty may be created or extended by sales representatives or written sales materials The advice and strategies contained herein may not be suitable for your situation You should consult with a professional where appropriate Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley also publishes its books in a variety of electronic formats Some content that appears in print may not be available in electronic books For more information about Wiley products, visit our website at www.wiley.com ISBN-13 978-0-470-44628-7 Printed in the United States of America 10 ffirs.indd ii 5/18/09 6:41:05 PM Contents Preface Chapter vii Process Mapping: An Introduction Process Identification Information Gathering Interviewing and Map Generation Analyzing the Data Customer Mapping Spaghetti Maps and RACI Matrices JayKayCo Case Study Chapter Drilling Down into the Process Process Defined 19 20 Exercise 2.1 Identifying Inputs, Transformations, and Outputs 21 Processes, Units, Tasks, and Actions 22 Exercise 2.2 Identifying Units within a Process 23 Identifying Inputs and Outputs to Units 24 Exercise 2.3 Unit Inputs and Outputs 24 Defining Task and Action Levels 25 Exercise 2.4 Identifying Tasks, Actions, and the Related Inputs and Outputs 25 iii ftoc.indd iii 5/18/09 6:41:59 PM iv Contents Chapter Comprehensive Example 27 Exercise 2.5 Drilling Down a Human Resources Example 27 Solutions 32 Process Identification 49 51 Finding the Story Chapter Exercise 3.1 Identifying the Process Trigger Exercise 3.2 Determining Which Actions Are Trigger Points Exercise 3.3 Identifying All Customer Trigger Points 51 Identifying Company Processes 54 Exercise 3.4 Naming the Processes Exercise 3.5 Naming All Potential Triggers 54 55 Business Process Timeline Worksheets 56 Exercise 3.6 Supporting Processes Exercise 3.7 Additional Supporting Processes 56 58 Comprehensive Example 59 Exercise 3.8 Defining the Hiring Process 59 Solutions 63 Information Gathering Describe the Process 75 77 Exercise 4.1 Improving Process Descriptions Exercise 4.2 Providing Process Descriptions 77 77 Identify the Process and Unit Owners 79 Exercise 4.3 Matching Owners to Processes 79 Interviewing the Process and Unit Owners 80 Exercise Exercise Exercise Exercise Exercise Exercise 80 81 82 82 83 85 4.4 Identifying Good Objectives 4.5 Writing Objectives 4.6 Identifying Risks 4.7 Determining Risks to Objectives 4.8 Identifying Key Controls 4.9 Identifying Measures of Success Process Profile Worksheet ftoc.indd iv 52 53 86 5/18/09 6:41:59 PM Contents Chapter Chapter Chapter Comprehensive Example 87 Exercise 4.10 Completing the Process Profile Worksheet 87 Solutions 90 Interviewing and Map Generation Interviewing Map Generation 103 104 106 Exercise Exercise Exercise Exercise Exercise 108 111 111 115 116 5.1 Process Mapping Basics 5.2 Decision Trees 5.3 Verb/Noun Format 5.4 A Simple Process Map 5.5 Building Your First Complete Map Comprehensive Example 117 Exercise 5.6 Putting It All Together 117 Solutions 122 Building the Map A Comprehensive Example 139 140 Exercise 6.1 Mapping the Hiring Process 140 Solutions 155 Analysis of the Process Maps 167 168 169 Review the Process Profile Worksheet Review the Process Map Chapter ftoc.indd v v Exercise 7.1 Analyzing Approvals Exercise 7.2 Analyzing Process Map Loops Exercise 7.3 Analyzing Delays, Rework, and Handoffs Exercise 7.4 Analyzing the Forms Exercise 7.5 Analyzing Unfinished Activities Exercise 7.6 Analyzing the Hiring Process 169 170 Solutions 177 Customer Mapping Steps of Customer Mapping Defining the Job 187 189 190 Exercise 8.1 Defining the Job 190 Identifying Key Tasks and Actions 191 171 172 173 174 5/18/09 6:42:00 PM vi Contents Chapter Epilogue ftoc.indd vi Exercise 8.2 Identifying Key Tasks 191 Actions, Inputs, and Outputs 192 Exercise 8.3 Actions, Inputs, and Outputs 192 Measures of Success 194 Exercise 8.4 Determining Measures of Success 194 Ranking Measures and Determining Success Customer Profile Worksheet 196 197 Exercise 8.5 Completing the Customer Profile Worksheet 197 Creating the Customer Map 199 Exercise 8.6 Building a Customer Map Exercise 8.7 A Comprehensive Customer Mapping Project 201 Solutions 207 Spaghetti Maps and RACI Matrices Spaghetti Maps Identifying the Key Steps 223 224 226 Exercise 9.1 Identifying the Key Steps 226 Building the Actual Map 227 Exercise 9.2 Building the As Is Spaghetti Map 228 Analyzing the Spaghetti Map 229 Exercise 9.3 Building the To Be Map Exercise 9.4 Spaghetti Mapping the Hiring Process 229 230 RACI Matrices 234 Exercise 9.5 Determining Responsibilities 234 Building the RACI Matrix 237 Exercise 9.6 Building a RACI Matrix 237 Analyzing the RACI Matrix 239 Exercise 9.7 Analyzing the RACI Matrix 240 Solutions 242 201 255 5/18/09 6:42:00 PM Preface P rocess Mapping skills are best learned by actually doing the mapping However, when we provide training to individuals on the process of Process Mapping, we find that people are always looking for additional opportunities to practice With that in mind, we have developed this workbook as a companion to the book Business Process Mapping: Improving Customer Satisfaction Yes, you can learn quite a bit about Process Mapping from this workbook, but much more information resides in the parent book Yes, you will have learned a lot about Process Mapping from the parent book, but this workbook will provide you the hands-on applications that can help lead to success In the first chapter, you will not only be provided an overview of Process Mapping, you will also be introduced to the human resources department of JayKayCo Throughout the workbook we will set up and apply a number of different scenarios However, the JayKayCo case study will be the basis for most of the exercises In subsequent chapters, you will be introduced to the details of Process Mapping and will be provided exercises intended to help understand the specific requirements within the Process Mapping project At the end of each chapter you will get an opportunity to put details together by working through a comprehensive example And don’t worry, there will also be an opportunity to work—start to finish—on an entire Process Map This workbook has been developed to include all the information from the latest edition of the parent book, so you will also get the opportunity to explore those new applications As with any workbook, we encourage you to actually work through the exercises, not just read the solutions The primary key to success for a Process Mapping project is the knowledge and skills of those doing the mapping And this workbook has been developed to come as close to the real experience of developing Process Maps as possible We hope you have as much fun with these exercises as we have had in our various Process Mapping projects vii fpref.indd vii 5/18/09 6:41:35 PM Business Process Mapping Workbook: Improving Customer Satisfaction By J Mike Jacka and Paulette J Keller Copyright © 2009 by John Wiley & Sons, Inc C H A P T E R Process Mapping A N INTRODUCTION T he following is a quick overview of many of the concepts within Process Mapping It is intended to give the reader a familiarity with the overall approach Each section of this workbook provides more information and, of course, additional details can be found in the companion book Business Process Mapping: Improving Customer Satisfaction The specifics and ramifications of a successful Process Mapping project can be very involved Yet, the concepts behind Process Mapping are quite simple And it all starts with a process If you have been through any training on business or communication, you have seen the classic model of a process: input, action, output And this is at the core of Process Mapping—the understanding that any activity within a company (including the overall activity of the company itself) is nothing more than a series of processes By recognizing these processes, a detailed analysis can be completed that will lead to a better understanding of how the process works and, maybe more important, how to make that process work better And right at the beginning, let’s make one change to the definition of process Rather than using the word action, we will use the word transformation When we talk about the analysis of processes, what we are really discussing is how that process adds value to the overall success of the entity Therefore, taking action is not enough To paraphrase Seinfeld: Anyone can take an action A process that does nothing but cause action is not a value-add process Instead, the input must be transformed into something If there is no transformation—if the input and the output are identical— then there is no need for the process c01.indd 5/18/09 6:30:59 PM Business Process Mapping Workbook So, with this refined definition of process, we next want to determine how to drill down into the process to find the appropriate layer for analysis Toward that end, each process can be divided into units These are the major subsections that make up the overall process Each unit will also have inputs, a transformation, and outputs Breaking this down further, each unit can be divided into tasks These represent the appropriate subsections that make up each unit Likewise, tasks can be divided into actions, which represent the subsections of each task As with the overall process and the units, tasks and actions will also have inputs, a transformation, and outputs, albeit at a more granular level The final drill down in this approach is to the actual procedures (whether in writing or just used in practice) Keep in mind when you are making this analysis, the determination if an operation represents a process, unit, task, or action level is at the sole discretion of the individual doing the review There is no hard-and-fast rule determining the appropriate level Rather, just like every aspect of Process Mapping, it is a tool to be used by the reviewer to better understand the overall process Process Identification The first step in the Process Mapping project is the identification of the process under review This may seem self-evident but can be the true makeor-break moment for the project Without a clear definition of the process, as well as what makes up that project, reviewers will find themselves floundering, unsure which direction to go and what information to obtain The first thing that must be identified is the beginning and end of the overall process under review Previously, we noted that every process must have an input and an output, and that is a good start toward providing the boundary for your process Another important aspect that can be considered is what trigger actually starts the process The trigger can actually be the same as the input However, the input can also be an indication of the trigger For example, an input to an expense payment process might be the bill However, the actual trigger to start the expense payment process could be defined as incurring the expense, receiving the bill, the due date for the bill, or (in a worst case scenario) notification that the bill is overdue The previous example provides an indication of why bounding the process is so important Without that boundary, the reviewer may be taking on more than is necessary (incurring the expense) or may be missing important details in the process (notification the bill is overdue) One of the best approaches for identifying the process and how it is constructed is to look at it through the customer’s eyes (We will a much more focused analysis of these customer interactions during our discussion of Customer Mapping.) Using this approach in Process Mapping is fundamental to understanding why a process exists and why it is important to the success of the company Using the trigger points of customer c01.indd 5/18/09 6:30:59 PM Process Mapping interaction (those points where a process, unit, etc is triggered by the customer interaction) can provide the underlying steps within the process Once each of these interactions is identified, the underlying processes should be named This is another one of those operations that seems simple but can turn out to be harder than imagined Very often, names for processes are defined by the department that handles them However, as you begin to look at processes, you may find ones that have not really been identified by the entity, in particular, ones that cross departments In those situations, there may not be a handy name for it The name you finally determine is not important What is important is that it portrays the activity that is occurring, and that all parties involved understand and agree to that name Once the customer-focused triggers are identified, the next step is to identify the supporting activities—those that occur within the entity that are not (and should not) be seen by the customer These may be some of the more important processes for analysis because they represent areas where streamlining of operations provides the most value to the customer (The less it can be seen, the better the customer service.) Information Gathering Once the processes (and associated units, tasks, etc.) have been defined, it is time to really begin talking to people to learn as much as possible about the process (It should be noted that, while we are describing these as specific steps, the actual Process Mapping project will result in overlap An understanding of what is needed for each section is important as you will be getting this information throughout the project.) To better understand the process under review, there are some specific areas that should be included At this stage, the process has probably been named to the satisfaction of the reviewer and the client It is now time to provide a little more substance to that name—a short one- or two-sentence description of the process This helps to define better what is being reviewed and helps to ensure agreement with all parties Another important consideration is the process owner This can become problematic if the process covers more than one business unit or department The true ownership may be unclear; either more than one person claims ownership or no one takes ownership This issue should be clarified as soon as possible Related to this is identifying the underlying units (which should have occurred during the Process Identification phase) and owners of those units While this may be the same as the process owner, it very often is someone who reports to the owner If, at the unit level, the process goes between departments, it may be that a unit owner does not report to the process owner Additional areas that may have already been identified during the Process Identification phase are the triggers and outputs At this stage, you c01.indd 5/18/09 6:30:59 PM 240 Business Process Mapping Workbook Exercise 9.7 Analyzing the Raci Matrix Request Employee Post Internally Post Externally Screen Applicants Develop Questions Background Check Schedule Interviews Conduct Interviews Complete Matrix Offer Job Coordinate Start Date File Documentation c09.indd 240 R/A R/A R/A R R/A R/A I I C R/A R/A R C R/A R/A rk HR C le Direc tor O n- bo ardin g Can dida te's M anag er VP, H R HR R e cruit er c C HR A naly st pt Ex e Hirin g De Hiring a New Employee Hirin g Ma nage r Below is the solution for Exercise 9.6 Perform the vertical and horizontal analyses and determine issues identified in the completed RACI Matrix C R I C R/A R/A R C C R/A 5/18/09 6:39:25 PM Spaghetti Maps and RACI Matrices N W 241 E Key Points S Spaghetti Maps are a visual representation of how processes flow among entities The steps in building the map are: Identify the key steps and the Action Takers Place the numbered steps on the right side of the map Set sections of the map for each Action Taker Place the number for each step in the Action Taker’s section Connect the steps with the appropriate arrows After completion, look for ways to clear the clutter of the resulting spaghetti (tangled or jumbled lines) After the As Is Map is completed, a To Be Map can be created to show the change in process RACI Matrices show the roles for people involved in a process These roles are: • Responsible: The ones who the work • Accountable: The one who has ultimate authority • Consult: An individual who is consulted before the process can move forward • Inform: An individual advised of the progress of the process but does not stop the process from moving forward Analysis is performed on the horizontal and vertical axis of the map looking for: • Too much involvement • Too little involvement • Too many (or no one) accountable c09.indd 241 5/18/09 6:39:26 PM 242 Business Process Mapping Workbook Solutions Solution Exercise 9.1 10 11 12 13 14 15 16 17 18 Key Step Action Taker Visit store Meet customer Discuss available options Ensure stock is on hand Check prices online Return to store Complete sales form Set installation appointment Make payment Return for installation Check for parts Explain installment plan Complete installment agreement Sign installment agreement Approve agreement Receive copies of agreement Install stereo Listen to music Customer Salesperson Salesperson Salesperson Customer Customer Salesperson Salesperson Customer Customer Installer Salesperson Salesperson Customer Manager Customer Installer Customer In our solution, you can see how we have taken the basic processes identified as part of our journey with the customer and added many of the actual steps taken to drive the process forward Most of this information follows from just looking at the process as it unfolds It is important to find the right level for identifying the steps, and there is a good chance you had fewer steps in your solution To gain that understanding of how the process moves within departments and among people, you want to have the detail that will allow you to visualize it Again, relying on just the identified processes might not tell that story Of course, the biggest challenge is making sure you haven’t overdone it One indicator of this may be too many steps in a row for one individual This won’t always be the issue, but it is one way to look at it Keep in mind that too many steps will lead to spaghetti when it may not really exist As an example, we could have included the customer leaving the store to check the Internet and after the purchase (but prior to installation) In fact, these are important events in trying to ensure completion of the sale However, these were not included because they are implied in step (Return to store) and step 10 (Return for installation) One final thing to note is we have started this process at the point where the customer comes into the store In our analysis for Process and Customer Mapping, we actually set an earlier starting point for the process However, this particular map is focusing on the actions that occur at c09.indd 242 5/18/09 6:39:29 PM Spaghetti Maps and RACI Matrices 243 the store location (as described in the previous chapters) Starting the map at an earlier point (the advertisement or even earlier) will not actually add value to this type of process analysis Solution Exercise 9.2 Spaghetti Map—As Is Buying a Stereo Sales Person Customer 12 10 14 Manager 13 16 15 18 Installer 11 17 8 10 11 12 13 14 15 16 17 18 Visit Store Meet Customer Discuss Available Options Ensure Stock on Hand Check Prices Online Return to Store Complete Sales Form Set installation Appointment Make Payment Return for Installation Check for Parts Explain Installment Plan Complete Installment Agreement Sign Installment Agreement Approve Agreement Receive Copies of Agreement Install Stereo Listen to Music Here we have focused on showing the two primary participants at the top of the map to represent how they work together The two other characters (installer and manager) are placed in supporting roles This allows us to focus the map on the interaction between the customer and the salesperson and show the process moving down the page Placing the manager at the side ensures the map is less confusing but also shows the ancillary role the manager plays Placing the installer at the bottom, while helping keep the confusion of the map to a minimum, is meant to show the installer’s involvement as being later in the process You will also note that we have tried to group combined processes together For example, steps 2, 3, and are all grouped together before the process moves back to the customer To show the need for the salesperson to work with the installer in setting the appointment, we have placed step under the installer (with no further action going from that step) This is done in spite of the Action Taker being the salesperson This emphasizes the start of the process at the installer level Similarly, step 11 goes to the installer (checking for the parts), but the process continues with the salesperson and customer as they work through the potential installment plans c09.indd 243 5/18/09 6:39:30 PM 244 Business Process Mapping Workbook The final map has some confusion, but generally looks well structured This matches our current understanding of the process We know the process runs fairly well, but there are opportunities for improvement Solution Exercise 9.3 Spaghetti Map—To Be Buying a Stereo Sales Person Customer 11 Manager 10 12 Installer 13 16 3 10 11 12 13 14 15 16 Visit Store Meet Customer Discuss Available Options Ensure Stock on Hand Check Prices Online Explain Payment Options Complete Sales Form Complete Installment Agreement Sign Installment Agreement Approve Agreement Receive Copies of Agreement Make Payment Ensure Installation Time Check for Parts Install Stereo Leave Store (Listen to Music) 14 15 The first thing to note is the new order and description of the key steps Because the customer can now look the information up online while in the store, we have eliminated the need for the customer to leave and return to the store Next, we took the key step explain installment plan, changed it to explain payment options, and moved it up as the next step after checking prices This recognizes that the available payment options may not have been appropriately communicated to the customer Accordingly, the task is more than describing installments; it is about describing all payment options Now, with the explanation earlier in the process, the customer’s decision comes sooner Therefore, the steps related to the installment plan can now be moved closer to the actual sales process Finally, because we would like the installation to occur immediately after the sale, we have changed the key step set installation appointment to ensure installation time The salesperson, rather than setting an appointment, is now ensuring the immediate availability of the installer This step has now been moved closer to the entire installation process c09.indd 244 5/18/09 6:39:30 PM Spaghetti Maps and RACI Matrices 245 Building the Spaghetti Map from this new process makes the overall process less complicated Although we have removed only two steps (the ones related to the customer leaving and returning to the store), we have made a much cleaner and streamlined process Much of this comes from the ability to cluster activities in one location—either earlier or later than they were originally scheduled As previously stated, the activities related to installation are now all handled toward the end of the process Similarly, many of the sales processes are now grouped closer together This gives us a new perspective of the process that might lead to additional enhancements For example, it is now more clearly evident that there are two instances when inventory is checked: once when the salesperson confirms that the stereo is in stock, and once when the installer makes sure the parts needed for installation are available Either of these steps can slow down or stop the process Therefore, it makes sense for these to happen at the same time (rather than there being two potential stoppages) and as early in the process as possible (reducing customer dissatisfaction when the process is stopped after they have already invested a lot of their time and paid for the product) Solution Exercise 9.4 Identify the Key Steps 10 11 12 13 14 15 16 17 18 19 20 c09.indd 245 Key Step Action Taker Initial screening Determine if requirements are met Accept/reject applicant Refer applicants Screen external applicants for interview Propose interview schedule Agree to interview schedule Develop interview questions Agree to interview questions Conduct screening interviews Complete background check Conduct interviews Complete hiring matrix Verify external experience Contact candidate Make offer Accept/reject offer If rejected, start over If accepted, coordinate start date Notify internal candidates Human resources Human resources Human resources Human resources Hiring manager Hiring manager Human resources Hiring manager Human resources Human resources Human resources Hiring manager Hiring manager Human resources Human resources Human resources Candidate Human resources Human resources Human resources 5/18/09 6:39:31 PM 246 Business Process Mapping Workbook The key steps for this process are relatively straightforward and, as previously noted, closely follow the tasks and actions identified in our prior Process and Customer Mapping work We have combined some of the actions into broader statements For example, the process of screening internal and external applicants with the intent of rejecting external applicants and noting issues with internal applicants has been folded into accept/ reject applicants This is a matter of finding the appropriate level of detail to show the best picture With steps 18 and 19, we have maintained the decision point in the Process Map If the candidate rejects the offer, we go to the next individual If the candidate accepts the offer, we move forward This is done to show the need to go back into the process We could have used similar approaches for rejection of applicants throughout the process, but the actual offer/acceptance is a true decision to move forward in the process Create the As Is Spaghetti Map Initial Screening Determine if Requirements Met Accept/Reject Applicant Spaghetti Map—As Is Refer Applicants Hiring Screen External for Interview Propose Interview Schedule Agree Interview Schedule Human Develop Interview Questions Resources Agree Interview Questions 10 Conduct Screening Interviews 11 Complete Background Checks 18 12 Conduct Interviews 13 Complete Hiring Matrix 14 Verify External Experience 10 15 Contact Candidate 14 11 15 16 Make Offer 16 19 17 Accept/Reject 18 If Reject—Start Over 20 19 If Accept—Coordinate Start Dates 12 17 13 20 Notify Internal Candidates Hiring Manager Candidates With the information entered, you can see how the grid approach lends itself to this particular process Don’t be misled that the sections mean any more than that the step happens with that Action Taker; there is no particular hierarchy This just provides a better graphical representation of what is occurring In general, the steps are straightforward and follow from the key steps identified There are two things to point out in this map First, step 20 is actually done by the human resources department However, because it c09.indd 246 5/18/09 6:39:31 PM Spaghetti Maps and RACI Matrices 247 is information going to all candidates, we have put the step in their section Second, you can see the way the previously mentioned decision is documented Starting with step 16, the offer is made Step 17 shows the candidate accepting or rejecting the offer If the individual rejects the offer, step 18 leads to a new offer being made (step 15) If the individual accepts the offer, step 19 leads to conclusion of the process Create the To Be Spaghetti Map Spaghetti Map—To Be Hiring Human Resources 13 11 Hiring Manager 7 10 11 Initial Screening Review All Applicants Schedule Interviews Develop Interview Questions Conduct Interviews Complete Matrix Contact Potential Candidate Make Offer Candidate Accept/Reject If Reject—Start Over If Accept—Coordinate Start Dates 12 Notify Internal Candidates 13 Complete Background Checks 12 10 Candidates When analyzing this process (both from this Spaghetti Map and our previous work) you’ll see that there are two significant issues The first is that the work is being handed off between the human resources department and the hiring manager much more than we might have first thought The second is that the hiring manager may not be involved enough in this process In our solution, we have focused on having the hiring manager much more of the actual work To start with, we have incorporated some of the ideas proposed throughout development of the various maps in this workbook For example, to reduce costs and interference in the process, the background check is now at the end of the process External candidates will be advised that their employment is contingent upon a clean background check We have also eliminated contacting the prior employer Finally, there is none of the coordination with the candidate’s manager required to make sure the candidate is available Instead, it is assumed that the manager is allowing the hiring if the candidate was allowed to apply c09.indd 247 5/18/09 6:39:32 PM 248 Business Process Mapping Workbook We have also removed the screening interview for external candidates This step was originally completed by the human resources department Since the point of this approach is to reduce their involvement, the assumption has been made that the objectives of the screening interview can be achieved during the hiring manager’s interview One of the biggest issues in this solution relates to the human resources department’s role in ensuring compliance Earlier discussions indicated that the human resources department feels strongly that they should be involved in the development of interview questions Yet, the feedback from hiring managers indicates that may be of little value By removing the human resources department’s involvement, we may be exposing the process to additional compliance risk The department’s activities in the As Is Map relate to support, but are there to ensure compliance Complete elimination (as indicated here) may not be acceptable This To Be Map is probably not an ideal solution But, by creating and analyzing it, some new issues and solutions have been identified In particular, some of the streamlining opportunities identified in previous maps have been shown to be useful This exhibits how development of the Spaghetti Maps can help highlight where the solutions may lie Solution Exercise 9.5 a The janitor takes the trash and disposes of it in the refuse bin R A C I This is a relatively straightforward example The janitor is doing the work, so he is responsible However, there is no indication in this description that the janitor is also Accountable b The janitor reports that the trash bins have all been emptied R A C I Here is the evidence of accountability The janitor reports when the work is done This provides the support that the janitor is accountable for the activity c The office supervisor inspects the trash and environs prior to payment R A C I The supervisor is not doing any actual work However, the process cannot move forward until the supervisor has completed the inspection Therefore, the individual is acting in a consult role c09.indd 248 5/18/09 6:39:38 PM Spaghetti Maps and RACI Matrices 249 d The office manager is told that the trash has been cleaned up R A C I The office manager has no real part in this activity However, because he is kept up-to-date on the activity, he is taking on an inform role e The stereo salesperson completes the installment agreement, has the customer sign it, and then has the sales manager approve it Salesperson R A C I This is an example of one individual being responsible and accountable The salesperson completes the agreement, which makes him responsible However, he is also accountable for the completeness and accuracy of the agreement The fact that the sales manager is approving the activity does not negate this accountable role Sales manager R A C I The agreement must be approved before the activity can move forward, so the sales manager is acting in a consult role As we noted previously, this approval does not mean the manager is also acting in an accountable role This is the salesperson’s role Customer R A C I Just a trick question The customer is not acting in any role In most situations, you will find this to be the case The customer is why the activities are occurring As such, the customer is not usually part of the RACI Matrix process (Of course, there are always exceptions.) f The clerk completes his time sheet The supervisor reviews the time sheet and signs her approval A weekly listing of incomplete time sheets is sent to the manager Clerk R A C I Just as with the salesperson above, the clerk is both responsible and accountable for completion of the time sheet He does the work and he has the authority to complete it c09.indd 249 5/18/09 6:39:38 PM 250 Business Process Mapping Workbook Supervisor R A C I The supervisor, by approving the time sheet, has a consult role Again, the activity does not move forward until the supervisor is involved Manager R A C I The manager is working strictly in an inform capacity While he is given information that speaks to the activity, it will move forward without his input g Monthly reports are completed by all analysts They are submitted to the supervisor who reviews the information and combines it into the consolidated monthly report Analysts R A C I In this instance, all the analysts are probably serving a responsible role However, as described here, there is no evidence they have an actual accountable role This is evidenced by the supervisor’s need to roll the information up into the final report Supervisor R A C I As indicated above, the supervisor reviews the information and combines it It is important to note that, just because someone reviews something it does not mean they are in a consult role In this case, the review indicates the supervisor’s authority and is the support that the supervisor is accountable for the activity h The customer provides the specifications to the secretary The secretary passes the specifications to the engineers and then tells her manager Secretary R A C I The secretary is doing the work, so she is responsible However, because she just passes it forward, there is no indication she has an accountable role c09.indd 250 5/18/09 6:39:39 PM Spaghetti Maps and RACI Matrices 251 Manager R A C I The manager is just being informed The activity does not stop if he is not involved These two roles, when viewed together, show how it may become apparent in this analysis that accountability has not been assigned Request Employee Post Internally Post Externally Screen Applicants Develop Questions Background Check Schedule Interviews Conduct Interviews Complete Matrix Offer Job Coordinate Start Date File Documentation R/A R/A R/A R R/A R/A I I C R/A R/A R C R/A R/A rk HR C le Direc tor O n- bo ardin g Can dida te's M anag er VP, H R HR R e cruit er c C HR A naly st pt Ex e Hirin g De Hiring a New Employee Hirin g Ma nage r Solution Exercise 9.6 C R I C R/A R/A R C C R/A As you may have noticed, many tasks have been combined into individual steps within the RACI Matrix You will find that, as you develop the steps, it does not exactly match the individual activities and tasks of the Process Maps Instead, you need to find the right level for the steps that will allow appropriate analysis So, the first step—request employee—actually involves many of the tasks and activities from the Process Map The hiring manager is considered responsible and is also accountable A number of other people may be involved, and they are all considered to be in the consult role The hiring department executive must approve the request, the human resources analyst reviews the request for completeness, and the director of on-boarding must approve the hiring if there is not a vacancy c09.indd 251 5/18/09 6:39:39 PM 252 Business Process Mapping Workbook If it is an internal posting, then the human resources analyst has both accountable and responsible roles If it is an external posting, the human resources recruiter is involved However, the analyst is still considered accountable, as she is the one who must get all the applications together There are a couple of different points where screening is conducted, so this is combined into the single step The analyst and hiring manager are both listed as responsible Since the hiring manager is the one who makes the final selections for interviews, she is considered accountable The background check is conducted by the analyst, so she is both responsible and accountable The scheduling of the interviews is, again, a joint effort between the analyst and hiring manager, so the same logic as described above is used in assigning roles for this task The interview comes next and is the sole work of the hiring manager who is shown as responsible and accountable We have assumed that the hiring department executive wants to be kept up-to-date Therefore, his role is shown as inform After the interviews, the matrix is completed by the hiring manager (whose role is accountable and responsible) and it is reviewed by the analyst (who is shown with a consult role) The next step—offer job—also involves a large number of people This is a reflection of the process involved when an offer is made to an internal applicant The candidate’s manager must approve the acceptance of the candidate and, if the manager does not approve it, there is a further approval required of the vice president of human resources The last two steps are all taken by the analyst and her role is shown as responsible for both She is also responsible for coordinating the start date The human resources clerk is considered responsible for this activity We have also assumed that the hiring manager wishes to be kept in the loop of the progress toward getting the best candidate Therefore, she is shown with an inform role in the appropriate steps Solution Exercise 9.7 Many of the things that become apparent from review of this matrix match issues we have seen in our other analyses The vertical analysis shows four positions with only one or two points of involvement The first is with the hiring department executive It is obvious that this individual must be involved, so the question might be if additional involvement is necessary It is a similar situation for the human resources recruiter and human resources clerk Again, the necessity for involvement is obvious, and the individual is involved appropriately There is a larger question about the director of on-boarding When analyzing the Process Maps in Chapter 6, the question was raised if this approval is even necessary This becomes more apparent in this matrix as this is the only step in which he is involved Accordingly, it might be suggested that the director be removed from this process c09.indd 252 5/18/09 6:39:39 PM Spaghetti Maps and RACI Matrices 253 The next issue that comes out is from analysis of the human resources analyst’s and hiring manager’s involvement In particular, the RACI Matrix helps to point out that the hiring manager may not be sufficiently involved, particularly at the end of the process In addition, the analyst has a large number of steps for which she is accountable Depending on the job title and description, this may be an inappropriate level of responsibility for the analyst In the horizontal analysis we see that, once again, there appears to be too many people involved in the employee request step—the step where we have questioned the involvement of the director of on-boarding Similarly, this analysis also shows the issue related to the analyst being the only one involved in offering the job and coordinating the start dates Both these reemphasize the issues we already found in the vertical analysis It is also evident that too many people may be involved in the job offer step This is the first and only time the candidate’s manager and the vice president of human resources are involved, and it is very late in the process Accordingly, it may need to be moved earlier in the process or eliminated entirely c09.indd 253 5/18/09 6:39:40 PM Business Process Mapping Workbook: Improving Customer Satisfaction By J Mike Jacka and Paulette J Keller Copyright © 2009 by John Wiley & Sons, Inc Epilogue W e hope you have found some value in working through the exercises within this workbook The one thing about Process Mapping is that you have to dive in and the work to really understand how it all meshes However, there is much more material in the case study than was actually used If you are looking for more practice, go back to those areas and build your own maps You won’t have everything you need, but you can put together portions of the maps At the same time, you can determine what additional information you might need and what questions you might ask And then make up your own answers and build the maps based on those assumptions You’ve probably been a customer to human resources, so go ahead and build new customer maps You know what the process looks like and can probably come up with improvements Build As Is and To-Be Spaghetti Maps And the location of the field force is just begging for an analysis of each individual’s role Use the information to build a RACI matrix But all the practice in the world will only whet your appetite With your new-found knowledge and practice, go out and start building your own maps Once you dive into that first process, once you partner with that first customer, you know the heady feel of success And we invite your comments, questions, and concerns You can contact us at the following e-mail addresses: Mike Jacka, figre@cox.net Paulette Keller, azpkmail@msn.com Good luck And have fun 255 bepil.indd 255 5/18/09 6:30:39 PM ... have developed this workbook as a companion to the book Business Process Mapping: Improving Customer Satisfaction Yes, you can learn quite a bit about Process Mapping from this workbook, but much... exercises as we have had in our various Process Mapping projects vii fpref.indd vii 5/18/09 6:41:35 PM Business Process Mapping Workbook: Improving Customer Satisfaction By J Mike Jacka and Paulette... Maps and RACI Matrices Customer Mapping Drilling Down Into the Process Analysis of the Process Maps 19 c02.indd 19 5/18/09 6:31:30 PM 20 Business Process Mapping Workbook Process Defined It is