Brown Paper Mechanics

cmpmNA888LbpdgApr Definition Brown Paper: A visual wall display on brown wrapping paper to document a process or situation and its associated problems and opportunities.

cmpmNA888LbpdgApr Purpose Can be used in a variety of applications: -AS IS (actual process in use today). -SHOULD BE (process according to procedures). -COULD BE (optional methods). -TO BE (model for implementation). To provide a portable visual of an entire process which details the actual steps taken, and highlights all applicable interfaces, decision points, and information sources. Can be applied to a variety of processes: operating, strategic, international, etc.

cmpmNA888LbpdgApr Objectives Shows the process areas of strength. Shows areas of opportunities. Shows the big picture: “forest and the trees.” Can be used as a training tool. Generates ideas for improvement opportunities.

cmpmNA888LbpdgApr Brown Paper Overview We'll Use It: When: -During Scoping Phase to study the “current situation.” -During Results Delivery, as needed. Why: -The Brown Paper shows the entire process and workflow. It is used to highlight strengths and opportunities and to take a step back and review the process. With Whom: -The Brown Paper will typically be jointly constructed by the clients and consulting team. From Today: -You should understand how to assemble a Brown Paper so that all of them are consistent. Additional Training: -Will occur as we construct the Brown Papers. This will be a joint activity.

cmpmNA888LbpdgApr “As-Is” Model Get Dressed Turn Off Alarm Sleeping in Bed When Alarm Goes Off Got to Kitchen Turn on Light Bed Is It Dark No Crawl Out of Bed Yes

cmpmNA888LbpdgApr “As-Is” Model (cont.) Drive to Work Kiss Spouse Leave House Married Over 10 Years Have Car Keys Eat Breakfast Ask Spouse for Money Get Money from Spouse Have Enough Money Work No Yes No Yes

cmpmNA888LbpdgApr Brown Paper Symbols/“Icons” Task – Actual task performed Example – Type a Form Review a Form Should be five words or less Start with Action Verb Clarification—Further information on step Example —Form comes from accounting

cmpmNA888LbpdgApr Brown Paper Symbols/“Icons” (cont.) Decision–Stated as to require a yes or no answer. Example–Is the form complete? Indicate what % of volume takes which path

cmpmNA888LbpdgApr “As-Is” Brown Paper Development Construction Tips: 1.Plan on 3 iterations of the brown paper: 1.Verbal walk through by knowledgeable resource—take notes and get a good understanding. 2.Rough Draft—using post-its and icons, block out flow with knowledgeable resource. Check for accuracy. 3.Brown Paper—creatively display opportunities that appeared in Rough Draft (e.g., rework loops, time lags, multiple hand-offs, etc.). 2.Phase-in client involvement: 1.Start with as few people as possible for Steps 1 and 2. 2.Check accuracy with a few different people. 3.Get strength and opportunity input from a few more people.

cmpmNA888LbpdgApr “As-Is” Brown Paper Development (cont.) Broadly Quantify the Process: 1.Percent of volume for various pathways. 2.Time frames for key steps. 3.Number of people performing tasks. 4.Work volumes/flows wherever possible.

cmpmNA888LbpdgApr “As-Is” Brown Paper Hints Guidelines/Helpful Hints: 1.Don't create a finished brown paper from scratch. Use pencil to do the first draft: -Makes it easier to correct mistakes. -Sends a message that this is not a “done deal,” but a “let's discover this together” process. 2.Disagreement about how the function is completed is O.K. It is probable that different people perform the same function differently; that is a significant finding!! Try to capture both. 3.Make not knowing the answer to every question O.K. In the process of asking questions needed to identify the flow, it almost always happens that a question will be asked that no one can answer off the top of their heads. 4.Be sure participants understand that the steady stream of questions is not an attempt to trick or humiliate them. Sometimes participants get rattled when every answer they provide is greeted with another question. 5.Ask for hard copy and complete examples. All key documents should be obtained with “live” information, if possible. Ask for a printed copy of significant computer screens if the function is “on-line” or interactive between user and system. 6.No value judgements (yet). The process of creating the initial brown paper should be a fact-gathering exercise. The evaluation of the information comes later. At this point, all ideas are good ideas. 7.Identify one stream of activity and do it start to finish: then integrate other streams with it. Experience has shown that participants may become confused when trying to understand and document several different flows simultaneously. By choosing one and taking it start to finish, similarities and differences can more readily be identified, and the meeting more easily controlled. Note: the group typically will need to be reminded of this several times.

cmpmNA888LbpdgApr “As-Is” Brown Paper Hints (cont.) Guidelines/Helpful Hints (cont.): 8.Start process steps with an action verb. State the action taken or task performed at each step. 9.Write explanations directly on the brown papers. The only paper attached to the brown paper should be “live” documents and their post-it note critique. 10.Specify percentages “yes” or “no” for decision points. Each time the process can split into more than one path, document the frequency or percentage each path is taken. 11.Use arrows to show the flow. 12.Rule of thumb. The brown paper should be understood by anyone without lengthy explanations.

cmpmNA888LbpdgApr Examples of Brown Paper Opportunities to Look For A.DuplicationEliminate 10 extra copies B.RedundancyEliminate situations where 2 people or organizations do the same task. Eliminate Safety Stock; Surplus (back-up) Eliminate duplicate equipment C.Frequency of UseEliminate or reduce reports not read/used Match frequency with need D.AccuracyMatch appropriate level of accuracy to need E.TimelinessCost of waiting/not getting things on time F.Rework/RepairCost of fixing one item at the source (e.g., the lab, the factory, the design group) Cost of fixing at the sub-assembly level (i.e., 1st item becomes part of something larger) Cost of fixing in field Imputed cost—lost reputation, customers avoid producer G.StandardizationCost of “one-off”/semi standard (modularization) Cost of not standardizing when it makes sense to H.ProceduresCost of documenting practices I.InsourcingCost of making it yourself; making instead of buying

cmpmNA888LbpdgApr Examples of Brown Paper Opportunities to Look For (cont.) J.AuthorizationCost of consensus K.Validation/AuthorizationCost of “security”Checking L.ForecastingThe cost of prediction M.WasteCost of consumption N.SpecificationCost of customization Unnecessary conformance O.Storage and SurplusCost of holding/warehousing/archiving P.“Float”The cost of paying in advance; cost of forgone interest Q.Best PracticesOpportunity cost of knowledge/skill transfer R.ReconciliationThe cost of non-aligned information/data S.PlanningCost of “planning” vs. “doing” (or trying)

cmpmNA888LbpdgApr Sample Brown Paper Identify Strengths on Green Name of Process Flow Here “As Is” Process Flow (Department Name) Use Blue Ink to Identify Process Opportunities Identified with Red Ink Attach: Docs Reports Etc. Quantify Opps Loops Lags Etc. Show Detail When Necessary Rectangular Icons are Used for Activity Diamond Icons Are Used for Decision Points (Black) KODAK Client Contract__________________________________________________ Opportunities Strengths Opportunities (Green) (Red) Show Linkages to Other Process Flows