1. Process maps – their Preparation
Date
Process maps – their Preparation

2. Agenda Why is data required for GPR?
Understand the types of data relevant to the process
Learn how to identify which data to collect
Understand sampling and other data collection techniques
What is a Government Process
What is Process mapping
High level Process mapping
Flow – chartings/Activity level Process mapping
Identifying problem/improvement areas
Process mapping workshop

3. What is a Government Process?
MAPSS Process Mapping Training material
Thursday, 24 May 2018
What is a Government Process?
A process is...
A series of related activities that “flow” through an organisation
Not limited to a single function or department
Something that can be viewed from end to end
Process
Policy development
Trigger
Value -
Added
Assessment
Input
Customer Service
Output
Order Fulfilment
Application Procedure
Citizen
© 2002 Deloitte Touche Tomatsu. All rights reserved.

4. Business system – A collection of processes
Business system is a collection of processes that take one or more inputs and create output that is of value to all stakeholders
Processes are the key to satisfying customers and stakeholders
Business processes move information and / or materials across several units and functions, to accomplish a specific end result

5. Government Processes – Unique Attributes
Processes are usually derived from the underlying set of laws and regulations
Compliance and control requirements are higher than in business processes, due to increased levels of accountability and need for transparency
Changing processes radically might take longer timeframe than in business processes, as it may require legal & regulatory changes

6. Why to collect data? Data is used in process analysis
Date
Why to collect data?
Data is used in process analysis
To quantify the problem at hand (“it takes too long for getting a passport” vs. “issuance of the passport takes 41 days on average”)
To identify which sub process is the least efficient
Shows bottlenecks, idle time, productive time
Use of Data in Monitoring & Evaluation
To identify the metrics to be monitored post implementation of GPR
Setting target metrics (“to-be” state)
To obtain baseline metrics (“as-is” state)
To measure and showcase project success (“Average time for passport issuance has come down from 41 days to 5 days”)

7. What do we want? CUSTOMER / CITIZEN DELIGHT COST TIME CONTROL EFFORT
CONVENIENCE
EXPERIENCE
EASE
COST
EFFORT
TIME
TRANSPARENCY
CONTROL
CUSTOMER / CITIZEN
DELIGHT

8. What is GPR? fundamental rethinking and radical redesign
of government processes
to achieve dramatic improvements
in critical contemporary measures of performance such as
COST, QUALITY, SERVICE AND SPEED.
Based on definition of BPR by Hammer & Champy who coined the term “reengineering” in his 1990 HBR article

9. 2010 Report on Business Process Re‐engineering
GPR – a simplified view
2010 Report on Business Process Re‐engineering
for e‐Governance Projects, by Department of Administrative Reforms & Public Grievances

10. What is Process Mapping?
MAPSS Process Mapping Training material
Thursday, 24 May 2018
What is Process Mapping?
Process mapping is a tool that is used to understand, analyse and document processes and activities in an organisation and assist in identifying opportunities for improvement
A process map displays the sequential steps involved in converting a specific input into the required output
© 2002 Deloitte Touche Tomatsu. All rights reserved.

11. Process Mapping – Understanding how things happen “actually”
Why processes mapping?
Government service delivery evolves over time
First a good process is established for a small set-up; it is usually efficient and responsive
As the demand for the service grows, more people, functions and hierarchies are involved in a process
Government needs from time to time gradually change the process
Some changes are not always for the better
Everyone tries to do their best but the process evolves over a period of time to the current state (in some cases these are person-specific)
Rich experiences of people are lost when they leave the organization / function

12. Process Mapping – Understanding how things happen “actually”
Objectives of Process Mapping
To understand “how do we actually work” as opposed to
“how are we supposed to work”
To understand the four attributes of process:
Players
Process flow
Policies, Standards and Responsibilities
Phases with clear start & end-points and process time-lines
To identify the Critical to Process metrics
To identify “Quick Wins” in the process
To understand response time & cycle time
To determine process efficiency
Value-added activities
Non value-added activities
To estimate the cost of the process
The concept of waste

13. MAPSS Process Mapping Training material
Thursday, 24 May 2018
Why Process Map?
Typical reasons for conducting process mapping include:
To improve a process, you must understand the process
Complexity of processes and lack of understanding constrains management’s attempts to improve processes
Analytical skills and process mapping skills allow us to understand and communicate processes to management, staff and users
Identifies efficiency issues and where systems can support these
© 2002 Deloitte Touche Tomatsu. All rights reserved.

14. Advantages of Process Mapping
MAPSS Process Mapping Training material
Thursday, 24 May 2018
Advantages of Process Mapping
Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the any work place, including:
Increases understanding of the work process
Provides understanding of resource allocation
Documents training procedures
Tracks workflow
Increases staff awareness
© 2002 Deloitte Touche Tomatsu. All rights reserved.

15. Types of Process Mapping
Date
Types of Process Mapping
Process mapping can be done at various levels of detail
Value Stream Mapping
Mapping the entire value stream of the process on a single page
SIPOC Map
Mapping the key constituents of the process and their interactions
Flowcharting
Detailed activity / task level graphical representation of the process

16. Flowcharting: Mapping the process at an activity level
Date
Flowcharting: Mapping the process at an activity level
Document the processes in detail, based on process walkthrough
For graphical process flow mapping common symbols used are as follows
Decision box
Terminator
Indicates the start or end of a process
Indicates a decision (Yes/No) is being taken
Process
On page
Used to specify any activity carried out
Used to link within the page
Off page Connector
Documents
Used to link from one page to another
Used to specify standards & policies

17. Date
There are additional flowcharting elements that can also be used if required
Input / Output
Database
Preparation
Manual Operation
Wait / Delay
Research
Manual Input
Forms
Storage

18. Date
Flow Diagrams
“Draw a flowchart for whatever you do. Until you do, you do not know what you are doing, you just have a job.”
-- Dr. W. Edwards Deming.

19. How to construct a flow chart
Determine the boundaries.
"What activity do I do first?", “What is the very last thing that happens?"
List the events.
Sequence the events.
Draw appropriate symbols.
Discuss the chart.
Test for completeness.

20. Facilitating Process Mapping
MAPSS Process Mapping Training material
Thursday, 24 May 2018
Facilitating Process Mapping
Prepare
Use standard flowchart symbols
Flow from top left to bottom right
Bring people together who know the process to prepare
Execute
Use group facilitated sessions with process owners
Use individual interviews where appropriate
Document process and technology opportunities for improvement as you go
Understand cost, quality and time (processing time and elapsed time) implications as you go
© 2002 Deloitte Touche Tomatsu. All rights reserved.

21. Questions to ask about a processes’ activities
MAPSS Process Mapping Training material
Thursday, 24 May 2018
Questions to ask about a processes’ activities
Who are the customers of the process?
Who performs each activity?
What generates the process/task?
What forms and reports are used?
What computer systems and files are used?
How do we do it? Why do we do it?
What decisions are made in the process?
What happens next? What sequence are the activities performed in?
Who reviews it and when?
How long does it take?
What is the nature, frequency and cause of errors/problems?
How are errors/problems/exceptions handled?
What is the output? How many?
Where does the output go?
© 2002 Deloitte Touche Tomatsu. All rights reserved.

22. The process of ‘Process Mapping’
Date
The process of ‘Process Mapping’
Begin at the first step in the process
Develop the remaining steps in the process
What happens next & why
What decision (Yes / No) is taken
Add any Standards, Policies or Templates that are used
Enter the process step in the row of the player responsible for it
Flow to additional pages using the ‘Off Page’ connector if the entire process does not fit on the page
Add the end point of the process

23. Building a process map (1 of 3)
Get a cross-functional team of all front-line process players to participate
Discuss & define the start and end-points accurately
List all the players in field 1
Start mapping the process activities one after the other clearly marking the flow of the activities with arrows in field 2
What happens next?
Why?
Decisions (yes/ no, if possible)
Identify/ emphasize wait times
Ground rule – The activity is not an exception & occurs at least in 20% cases
contd.

24. Building a process map (2 of 3)
Note down the relevant policies (rules governing the process activity), the standards (formats, templates used for the process activity) and any responsibility for the particular process activity in field 3
Keep building the time-line in field 4 and finish with end-point; mark completion of any phase with distinct end-points
Allocate time for each process activity on the map
All team members must agree on time
Total the time of each activity
Do a reality check – does it make sense?
At the end of each phase, discuss & affix the appropriate process mapping notation
contd.

25. Building a process map ( 3 of 3)
Discuss & map process PIEs
Locate process hand-offs & disconnects
Review the process map with peers, management and other players involved
Is the map a true reflection of the As Is process?
Are there additional issues?

26. Sample process map – Railway Reservation
Date
Sample process map – Railway Reservation
Ticket Booking
Collect copies of all templates and standards for review

27. Supplementary Information to the flow chart
Date
Supplementary Information to the flow chart
The following information should be documented along with the flow chart
Time taken for each step (including hands on time and wait time)
Process owner
Actors in the process, and their roles
Pre-conditions, if any (e.g. applicant should be an Indian, residing in the jurisdiction of the RPO etc)
Business Rules, if any (If a previous passport application was rejected, period of time for which the citizen has to wait till next application)
Alternate flows, if any

28. Process Mapping “DOs” and “DON’Ts”
MAPSS Process Mapping Training material
Thursday, 24 May 2018
Process Mapping “DOs” and “DON’Ts”
DO map the process as it actually happens
DO think about the process across the entire organisation
DO talk to the other people who are involved in the process
DO define the beginning and end of the process before you start
DO the process map at a high level
DO ask questions
DON’T map the process as you think it happens or as you think it ought to happen
DON’T restrict your process map to the activities in your own department
DON’T work in a vacuum
DON’T attempt to process map before you identify a beginning and an end
DON’T get bogged down with too much detail
DON’T struggle on your own
© 2002 Deloitte Touche Tomatsu. All rights reserved.

29. Date
Once the Flowchart has been made, we need to define the Problems, Issues and Expectations (PIE) with the process
Problems
Non-conformance to defined processes and procedures due to skill gaps, lack of common understanding, resource constraints, etc.
E.g. documentation not completed as per checklist
Issues
Systemic gaps where processes and procedures are not defined or are ill-defined
E.g. giving a loan to 5 family members
Expectations
Expectations that process owners, users and other stakeholders have from world-class best practices
E.g. loan should be given in 2 days

30. What to do with PIEs? PIE Grouping
After generating the PIEs for the process, they are logically grouped
The next step is to brain-storm ‘Quick Wins’ & change possibilities in the process
Key PIEs, especially related to process, are analyzed for root causes in the Analyze phase
Other PIEs are reviewed in the Improve phase to ensure that the new process addresses all or most of them
PIE Grouping
PIEs
Process
Policy
Skills
Structure IT
Infra.

31. Sample Process Map with Problems, Issues & Expectations
Date
Sample Process Map with Problems, Issues & Expectations
Process
Policy
Skills
Structure IT
Infrastructure
Absence of token system
Physical presence required
Check done at final stage
Manual data entry

32. Date
Exercise

33. Exercise: Draw a detailed activity level flowchart for your selected process
Rules
Select a process within your group
Use one of the processes which you have arrived at by service prioritization frame work
Document the process in activity-level detail using the provided template
Include the Phase, Players & Standard Documentation also
Identify the PIEs for the process
Document them as per the following slide format (on top of the process map)
Time Frame
30 Minutes for the activity level flowcharting of an end-to-end process
30 minutes for detailing the PIEs that relate to the process
Refer to Handout 1

34. Date
END