1. Brown Paper Process Mapping
Gemini Skills Workshop
July 1998

2. Outline of Session Purpose of a Brown Paper Elements of a Brown Paper
Building a Brown Paper
Appendix
What to include
Practical hints
Preparing for presenting at a Brown Paper Fair
We will first talk about:
Why?
What is a BP?
How is it built?
And who is involved?
Why do you think we use BP’s in an A&D (go to flip chart and draw out need for speed and the need for an emotional/rational approach)

3. The Brown Paper helps identify and gain support for Opportunities
PURPOSE OF A BROWN PAPER
The Brown Paper helps identify and gain support for Opportunities
The Brown Paper...
...describes the process as it works today from start to end
...may be used to describe the process as it should be
...shows the big picture
...is high touch, low-tech
...identifies strengths and opportunities
...captures the complexity and disconnects of operational issues
...quantifies elements of timing, volume, resource requirement
...develops enthusiasm and ownership of issues
...builds project momentum
...is self-explanatory

4. Why Do We Use Brown Papers?
PURPOSE OF A BROWN PAPER
Why Do We Use Brown Papers?
For Gemini...
. . . and the Client
The Gemini Team . . .
. . . often has limited time to gather information
. . . understands the “generic process”, but not the process specific to the client
. . . has hypotheses of potential opportunities - based on limited data and past experience, which need to be tested
. . . needs to surface the politics and emotions involved in the current situation
The Brown Paper map . . .
. . . describes the process as they use it today and identifying who gets involved, how, and where
. . . identifies strengths and opportunities as they see them
. . . provides the basis for further data gathering / studies
. . . helps to mobilise the client and allows them to focus on the opportunities without blame
The technique is superb at breaking down hierarchical boundaries and developing broad client ownership

5. What Does a Brown Paper Process Map Look Like?
ELEMENTS OF A BROWN PAPER
What Does a Brown Paper Process Map Look Like?
Title
Brown Paper
• xxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
xxxxxxxxxxxxxx
• xxxxxx
xxxxxxxxxxxxxx
xxxx
xxx xx
Task
Strength
(Typically
Green)
Red Flags
Highlighting
Key Opportunities
Link to Another
Process
Summary of
Strengths
Live
Documents
Sign-in
Sheet
Summary of
Opportunities
Decision
Clarification
(Typically Yellow)
Opportunity
(Typically Pink)
This is what a process flow looks like . . .
What else might you see on a BP (cycle time, costs, volume, who)
But for every standard there are exceptions — check what’s preferred by the client or the project manager!

6. ELEMENTS OF A BROWN PAPER
Use the following symbols for activity, decision and link to another process
Describes activity/task performed
Starts with an action verb
Use few words (less than 5)
e.g. “Receive order”, “Dispatch sales person”, “Give feedback to customer” etc.
Include organisation unit/person who does the task today
Both official and daily life names
Task
Yes xx%
Describe decision as a yes/no question
e.g. “Fault found in local loop?”, “Found OK?”etc
Write English translation in brackets underneath
Quantify outcome (volume, percentage)
“Question”
No xx%
“Process Name”
Link to another process flow outside this Brown Paper
Describe required input/output
Comments

7. Use the following symbols for comments and to flag an opportunity
ELEMENTS OF A BROWN PAPER
Use the following symbols for comments and to flag an opportunity
Comment on activity, process flow etc.
Include valuable information, e.g:
man-years used for activity
number of iterations (rework)
dwell times
etc.
Comment
Flag an Opportunity
Highlights an opportunity to improve
Number flag to reference it
“ # ”
Shows that an information system is involved
Include valuable information, e.g:
name of systems
responsible persons
link to other IT support system s
etc.
Name of
IT system

8. Connect activities with lines and arrows
ELEMENTS OF A BROWN PAPER
Connect activities with lines and arrows
Standard activity connection with flow direction
Indicates that flow lines cross each other
Indicates telephone or other electronic transmission
Draw the lines on the brown paper itself - first with a pencil (draft), then with a thick black pen

9. Placement of Panels on Brown Paper
ELEMENTS OF A BROWN PAPER
Placement of Panels on Brown Paper
To the far left: introduction to the
BP, who made the BP and sign in sheet.
To the far right: summary of findings, strengths and opportunities

10. Use different coloured “Post-it” notes for comments
ELEMENTS OF A BROWN PAPER
Use different coloured “Post-it” notes for comments
Red
To point out an area of improvement
To point out a strength
Green
To comment on process flow
e.g. disagreement with the way the process has been mapped
Yellow

11. BUILDING A BROWN PAPER
The “Brown Paper process” includes more than the actual mapping of the process flow
Plan Do
Review
Prepare
Logistics
Build
Review
Analyse
Hypothesize about todays process
Think about what information you need to validate hypothesis
Invite the “right” people to build the process flow
Logistics
Map the “As Is” process flow
Gather as much information around the process as possible
Invite people to give comments to the Brown Paper
Validate the Brown Paper with staff and management
Arrange Brown Paper Fairs
Analyse for root causes
Try to understand costs, cost drivers and key performance indicators

12. Plan How do I start? Prepare Be clear about the objective and scope
BUILDING A BROWN PAPER
How do I start?
Prepare
Be clear about the objective and scope
Hypotheses about the process today
and about benefits, opportunities, data
Create a draft of the process
Decide appropriate level of detail
given the potential opportunities and time constraints
Set-Up Logistics
People to make it (owner, credible experts & users, facilitator/helper)
Prepare materials (cut/taped brown paper, post-it’s, icons)
Location (wall space, strong wall-paper)
Time contract
Plan

13. How do I create a Brown Paper?
BUILDING A BROWN PAPER
How do I create a Brown Paper?
Build the Brown Paper
Reiterate objectives and expectations
Clarify scope - start and end points, interfaces
Provide some guidance on level of detail
“Just-do-it” — it’s easy to course correct, but it’s painful to procrastinate
Identify where you need further details and arrange next steps to get them
Capture strengths and opportunities as you progress
Ask the participants at the end what they think the key opportunities and concerns are
Allow time for client to air complaints and frustrations Do

14. Review What do I do next? Review Follow-up next steps
BUILDING A BROWN PAPER
What do I do next?
Review
Follow-up next steps
Smarten up the paper as necessary
Capture/review builds from review group(s)
Highlight and validate key strengths and weaknesses
Analyse
Design necessary in-depth studies
Identify “Early Wins”
Identify root causes
Look at the process from a customers point of view
Use the BP as a starting point to understand costs, cost drivers and key performance indicators
Review

15. Appendix What to include Practical hints
Preparing for a Brown Paper Fair

16. WHAT TO INCLUDE
The Brown Papers should include facts to enable a comprehensive evaluation of the process
Person/function carrying out each activity (who does what)
How many people involved
How much time is spent in the process/activity (man years used)
Volumes, Values of flows
Backlogs
Touch times
Time in system
elapsed time, cycle time
Dwell times & reasons
e.g. “rest” time on a desk before being processed
Errors
how often

17. WHAT TO INCLUDE
The Brown Papers should include facts to enable a comprehensive evaluation of the process (cont.)
(Cont:)
Rework - Nº of iterations
Checking
when, by whom, how much time, why
Approval points & funding gates
Authority level needed to take decision, sign document etc.
Interface traffic & hand offs
mail, telephone, office system, etc.
Input/output that are required
Duplication of work at boundaries
Information about the IT systems used in the process

18. Get as much written information around the process as possible
WHAT TO INCLUDE
Get as much written information around the process as possible
Attach copies of actual documentation used, e.g. forms
Obtain copies of all working documents
Get documents/reports describing process
Get information on past and present initiatives that address the process
Project Plan
Names, org. unit and phone numbers of key persons involved in the initiative
Preliminary reports etc.
IT systems supporting the process should be clearly shown on the Brown Paper
indicate along the process where the different IT systems are used (e.g. use different icons for different systems)
have a separate section on the Brown Paper describing the different IT systems

19. Some practical hints Have complete supply kit
Keep a spare set of icons - you never have enough
Strengthen the edges of the Brown Paper with tape
Use yellow or white “Post-it” notes first for each activity/task before rewriting them on white rectangles
Make sure hand-written text is easy for others to read
Draw connections with a soft pencil first, to enable adjustments
Initially attach papers in a way that they are easy to move around
Don´t glue down any papers until the Brown Paper has been reviewed
Make sure you use glue that will last
Tape “post-its” on with small tape

20. Some process hints Prepare a rough draft (high level flow)
PRACTICAL HINTS
Some process hints
Prepare a rough draft (high level flow)
Based on preliminary discussions and knowledge on a separate sheet and integrate with content experts
Clearly define the start and stop points in the process
Manage the scope
Do not try to depict a lengthy/complex process Flow in a single session
Clear objectives
Get “creators” to do the work while joint team member “facilitates”
When they get involved they will really feel ownership for the outcome
Focus on what really happens - not what is supposed to happen
Keep participants focused on the “As Is” - not the “To Be”
To maintain continuity try to have a team of people that can be there for the whole session when constructing the Brown Paper

21. Some process hints (cont.)
PRACTICAL HINTS
Some process hints (cont.)
Continue probing, what else?, what happens next?, how often?
Keep them moving; don´t let them deliberate too much (maintain focus)
Remember the 80:20 rule when driving the detail
Integrate “presenting back” what is on paper
This helps clarify the process and facilitates knowledge transfer
Never leave the Brown Paper to be done by people who do not have the proper training
Always ask: who else should see this, or who else is involved in the process?

22. How Do I Prepare for a Brown/White Paper Fair
PREPARE FOR A BROWN PAPER FAIR
How Do I Prepare for a Brown/White Paper Fair
1. Schedule Time(s)
There will never be a perfect time - be brave and pick one - with interest, people will make time
May need a few events e.g. night shifts; different sites/offices; management &/or others
2. Plan the Logistics
Client owner / champion - at /near ‘the top’
Coordinator with time and accountability(client & Gemini involvement needed)
Agenda
Room & layout
Appropriate running order of the papers
Extraordinary needs - popcorn in America, Oompah bands in Europe!
Launch / instructions by a (client) leader
Hand-out for guidance and to collect feedback
3. Communicate Expectations & Promote the Event
Use all available methods of communication (meeting cascade, , 1-2-1’s)
If necessary create concern / intrigue to ensure participation
Pre-position key clients to be there and be interested
Discuss behavioural norms
4. Prepare the Papers
. . . And prepare the people to ‘man’ them
Too perfect and people won’t want to criticise
5. Do It
Welcome and ‘sign-in’ at entrance
Keep the atmosphere up beat
Role-model listening and post-it issues capture, and coach people to do it
6. Follow-up
Expect, plan for, and fulfill/manage the expectations that are generated
GSW staff will be available to help

23. How do I Present the Brown Paper?
PREPARE FOR A BROWN PAPER FAIR
How do I Present the Brown Paper?
Define the work process flow:
Purpose of the flow
Legend describing brown paper icons
Describe the client involvement:
Participation from people in various functions
Describe the process analyzed:
Identify the process
Describe the beginning and end point of the process
Describe major blocks of activity in the process
Describe activities and decisions
Capture vital details (ratio, # of times, etc.)
Understand decision dynamics
Made alone/group
Importance/frequency
Individuals involved
Describe overall strengths and opportunities:
Key comments and anecdotes made by client participants
Solicit input from the audience
Summarize strengths and opportunities
GSW staff will be available to help
Presentation of the process can be anywhere from five minutes to one hour depending on the objectives of the presentation.

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