1. Business Process Analysis: Transforming Public Health in Madison County

2. Agenda Introduction & Overview New Words & Concepts Business Process Analysis Concepts Overview of Methodology Business Process Analysis Tools Introduction Context Diagrams Task Flow Diagrams Business Process Matrix Practice Session Application to Madison County DOH Breakout Session Introduction & Overview New Words & Concepts Business Process Analysis Concepts Overview of Methodology Business Process Analysis Tools Introduction Context Diagrams Task Flow Diagrams Business Process Matrix Practice Session Application to Madison County DOH Breakout Session

3. Objectives of Meeting Understand the purpose for business process analysis for Madison County Department of Health. Acquire skills in Business Process Analysis. Describe the process and products of Business Process Analysis. Understand the purpose for business process analysis for Madison County Department of Health. Acquire skills in Business Process Analysis. Describe the process and products of Business Process Analysis.

4. Public Health A.R.T.

5. Overarching Goal

6. PETF Objectives Increased staff knowledge and skills on BPA Capacity to perform and train others in BPA activities throughout the entire department Written 3-year plan outlining the continued implementation and evaluation of the BPA applications within the MCHD Increased staff knowledge and skills on BPA Capacity to perform and train others in BPA activities throughout the entire department Written 3-year plan outlining the continued implementation and evaluation of the BPA applications within the MCHD

7. PETF Objectives Increased awareness of the importance of a methodology for analyzing departmental business processes and understanding how this methodology will translate to process descriptions leading to improved performance Written documentation of a BPA methodology intended to be replicated throughout the MCHD Increased awareness of the importance of a methodology for analyzing departmental business processes and understanding how this methodology will translate to process descriptions leading to improved performance Written documentation of a BPA methodology intended to be replicated throughout the MCHD

8. Benefits of Collaborating on Business Process Analysis Common vocabulary and definitions Better understanding of processes that support the work we do Opportunity to learn from others’ approaches and improve processes Documentation of processes facilitates requirements development Interoperability Increased vendor interest in public health Evidence to gain financial support Common vocabulary and definitions Better understanding of processes that support the work we do Opportunity to learn from others’ approaches and improve processes Documentation of processes facilitates requirements development Interoperability Increased vendor interest in public health Evidence to gain financial support

9. Common Terminology Business process Business process analysis Business process redesign Requirements definition Information systems Entity Transaction Business process matrix Business process Business process analysis Business process redesign Requirements definition Information systems Entity Transaction Business process matrix Business rules Task Outcome Input Output Collaboration Context diagram Task flow diagram

10. Exercise Turn to the worksheet entitled I Believe. Quickly react to each statement and circle the rating that corresponds most closely to how you feel right now. Turn to the worksheet entitled I Believe. Quickly react to each statement and circle the rating that corresponds most closely to how you feel right now.

11. New Concepts Q.What is the “business” of public health?

12. New Concepts Q.What is the “business” of public health? A.The activities we do to provide the services that meet the public health objectives of the communities we serve. Q.What is the “business” of public health? A.The activities we do to provide the services that meet the public health objectives of the communities we serve.

13. New Concepts Q.What is a business process?

14. New Concepts Q.What is a business process? A.A set of activities and tasks that logically group together to accomplish a goal or produce something of value for the benefit of the organization, stakeholder, or customer. Q.What is a business process? A.A set of activities and tasks that logically group together to accomplish a goal or produce something of value for the benefit of the organization, stakeholder, or customer.

15. New Concepts Q.How are business processes relevant to: ….information systems? ….management systems? ….Funding systems? ….etc. Q.How are business processes relevant to: ….information systems? ….management systems? ….Funding systems? ….etc.

16. New Concepts Q.How are business processes relevant to the various systems? A.Systems support the work you do, so we first need to understand how it is done. Q.How are business processes relevant to the various systems? A.Systems support the work you do, so we first need to understand how it is done.

17. The Methodology

18. Business Process Analysis: Outcomes/Products Documentation of business processes Learning through collaboration Benchmarking of best practices Documentation of business processes Learning through collaboration Benchmarking of best practices

19. Business Process Analysis Tools Graphical Tools: Context Diagrams Task Flow Diagrams Text Tool: Business Process Matrix Graphical Tools: Context Diagrams Task Flow Diagrams Text Tool: Business Process Matrix

20. Freddie’s Fast Flippers

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22. Context Diagrams Who: Entities What: Transactions (exchanges) Why: The outcome of the process, which indicates the objective has been met. Who: Entities What: Transactions (exchanges) Why: The outcome of the process, which indicates the objective has been met. Entity Transactions Entity

23. Payment Bill Order detail Greeting Change Burger Drink Fry Customer Burger order Burger station Drink order Fry order Fry station Drink station Freddie’s Fast Flippers: Order Fulfillment Completed Order Order taker

24. HOW? task decision Choice B Choice A Information flow task 1 task 2 task 3 Task series task 1 task 2 task 3 Task series Task Flow Diagrams

25. food handlers order taker order Completed order Greet & Order Billing/ Payment no Order ready? yes Fill order Deliver order to station Order Request no Order Placed? Freddie’s Fast Flippers Task Flow Customer Gets order yes

26. Business Processes Order FulfillmentInventoryPayroll TrainingScheduling Marketing

28. Immunization Task Flow

29. Business Process Matrix A table to track all of the business processes you are mapping For each business process, the table includes: Goal Objective Business Rules Trigger(s) Task Set Inputs Outputs (Measurable) Outcomes A table to track all of the business processes you are mapping For each business process, the table includes: Goal Objective Business Rules Trigger(s) Task Set Inputs Outputs (Measurable) Outcomes

30. Example: Order Fulfillment GoalObjectiveBusiness Rules TriggersTask SetInputsOutputs (Measurable) Outcomes Timely provision of food and service to the customer at the best value. Accurately process food order for and receive payment from drive- through customers in a minimal amount of time. FDA standards for food handling; cashier does not handle food; cashier provides greeting and acts as point of contact for all food stations. Customer arrives at drive- through station. Greet customer; take order; process order; bill customer and receive payment; receive and deliver order to customer. Food and beverage inventory; Inventory of paper goods (bags, straws, napkins). Inventory orders; sales activity reports; deposits; incident reports. Payments received, timeliness of order fulfillment; number of customer complaints; incident reports.

31. Questions so far? QA &

32. Business Process Analysis: Key Principles This phase is completed collaboratively, but also very quickly. The main work usually takes just one or two work sessions. The business process analysis should extend at least one level beyond the anticipated entities and processes, to ensure that the boundaries are correct. This may involve inclusion of links to external entities. This phase is completed collaboratively, but also very quickly. The main work usually takes just one or two work sessions. The business process analysis should extend at least one level beyond the anticipated entities and processes, to ensure that the boundaries are correct. This may involve inclusion of links to external entities.

33. Group Practice Develop Context Map, Task Flow Chart and Business Matrix for the following business process: Process a return at a clothing store (salesclerk) Develop Context Map, Task Flow Chart and Business Matrix for the following business process: Process a return at a clothing store (salesclerk)

34. Group Practice, cont. Create one flipchart for each of these: Context diagram Task flow diagram One row of a business process matrix Questions we have Issues we faced Create one flipchart for each of these: Context diagram Task flow diagram One row of a business process matrix Questions we have Issues we faced

35. Madison County Department of Health

36. Breakout Application Discuss the application in your breakout group. Designate a facilitator. Create one flipchart for each of these: Context diagram Task flow diagram One row of a business process matrix Discuss the application in your breakout group. Designate a facilitator. Create one flipchart for each of these: Context diagram Task flow diagram One row of a business process matrix

37. Debriefing 10 minutes for each Breakout: Group 1: Present work and ask questions. Group 2: Provide feedback (BPA Checklist). 10 minutes for each Breakout: Group 1: Present work and ask questions. Group 2: Provide feedback (BPA Checklist).

38. Business Process Analysis: How You Know You’ve Done Well All stakeholders: Consensus that critical business processes, tasks, and relationships are identified Enough information to proceed to Business Process Redesign STOP when the incremental effort exceeds the incremental gain. All stakeholders: Consensus that critical business processes, tasks, and relationships are identified Enough information to proceed to Business Process Redesign STOP when the incremental effort exceeds the incremental gain.

39. I Believe… Go back to the worksheet on page 4 in your Participant’s Guide. With other people at your table, discuss: Which statements do you believe? Have you had any new insights or affirmations since you first completed this? How do these beliefs (and the principles on pages 11 and 12) relate to our grant and our agency? Go back to the worksheet on page 4 in your Participant’s Guide. With other people at your table, discuss: Which statements do you believe? Have you had any new insights or affirmations since you first completed this? How do these beliefs (and the principles on pages 11 and 12) relate to our grant and our agency?

40. Timeline

41. Questions? QA &