AGUIDETO

PROCESSMAPPINGANDIMPROVEMENT

PreparedbytheCPSActivityBasedCostingTeamDecember2012

 CONTENTS

1.Introduction Page3

2.Whatisprocessmapping? Page4

3.Whyprocessmap? Page4

4.ConstructionofProcessmaps Page5

TypesofProcessMap Page5

BasicFlowchartingsymbols Page6

PreparationforProcessmapping Page6

Gatheringinformation Page8

ConstructingaProcessFlowchart Page9

ConstructingaDeploymentFlowchart Page10

5.ProcessImprovement Page11

Criticalexamination Page11

Whatiswastedwork? Page13

6.Whatarethecharacteristicsofanefficientandeffectiveprocess? Page13

7.Furtherinformation Page15

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1.Introduction

1.1 CPS Areas are regularly required to examine their processes when working
practiceschange.Akeyelementofallprocessexamination,orimprovement,is
therequirementtodefinethesequenceofactivitiespresentlyundertaken.This
isanecessarysteppriortoanydevelopmentofnewworkingprocedures.

1.2 This Guide aims to provide basic guidance and principles of process mapping,
togetherwithdetailsofthekeyfeaturesofanyprocessimprovementexercise.

1.3 The Guide is based both on lessons learned from process mapping exercises
where ABC staff have provided technical support, and an established formal
WorkStudytechniqueknownasMethodStudywhereprocessesare:

Selected
Recorded
Examined
Developed
Installed(Implemented)
Maintained

ThisGuideconcentratesontheSelectionphaseofexistingprocessesthrough
toDevelopmentofnewprocesses.

1.4 Processmappingenablesustoclearlyandsimplyrecordexistingprocesses,
examinethemthoroughlyanddevelopimprovementsby:

Eliminatingunnecessarytasks
Clarifyingroleswithintheprocess
Reducingdelaysandduplication
Reducingthenumberofstaffrequired

1.5 Itcanalsoassistinthecreationandimplementationofaneffectiveprocess,
ofteninpartnershipwiththePoliceoranyotheragency,by:

Identifyingareasofduplication;
Agreeingcommonprocesses;
ImprovingthePolice/CPSinterface;
AchievingmaximumeffectivenessinCPS/Policeoperations.

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2.Whatisprocessmapping/flowcharting?

2.1 Flowchartsshowpeoplewhattheirjobsareandhowtheyshouldinteractwith
oneanotheraspartofprocess.Everybodyshouldbeabletoseefromthechart
what their job is and how their work fits in with the work of others in the
process.

2.2 Processes are simply sequences of actions designed to transform inputs into
outputs. For instance, baking a cake will involve taking various ingredients
(inputs)andproducingthecake(output)usingtherecipe(process),Similarly,
thestepsrequiredtodealwithaprosecutionfilefromreceipttodisposalwill
involveaprocess,orseriesofprocesses.

2.3 Processmappingisanexercisetoidentify,withinadiagram,allthestepsand
decisionsinaprocess.Processmapping

Describestheflowofmaterials,informationanddocuments;
Displaysthevarioustaskscontainedwithintheprocess;
Showsthatthetaskstransforminputsintooutputs;
Indicatesthedecisionsthatneedtobemadealongthechain;
Demonstratestheessentialinterrelationshipsandinterdependence
betweentheprocesssteps;andremindsusthatthestrengthofachain
dependsuponit'sweakestlink

2.4 There are many different types of chart, each designed to capture particular
aspects of work. However, for the purposes of this guide we concentrate on
twoofthemostcommontechniques

FlowchartorOutlineProcessMapwhichprovidesabasicbirdseyeview
ofalltheactionsundertaken;and

DeploymentChartswhichnotonlyprovidethebasicoverviewabovebut
alsoindicatewhereorbywhomtheactionsareperformed.

ThesechartsareexplainedingreaterdetailinSection4.

2.5 It is important to remember that although there are many types ofchart and
numerous charting conventions, you should not be drawn into a technical
maze.Makethechartsworkforyouandkeepthemassimpleasyoupossibly
can.Theprimaryobjectiveistomakethechartasclearaspossible,sothatthe
processunderreviewcanbereadilyunderstoodandimprovementsidentified
byalmostanyone,evensomeoneunfamiliarwiththeprocess.

3.Whyprocessmap?

3.1 Making system changes without truly understanding how the process is
working today, and why, can lead to costly mistakes. It can also create

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 conditions that make it difficult for staff to work effectively, and often create
furtherproblems.

3.2 Ifyoudonotmeasureaprocess,youwillnotbeabletomanageiteffectively
andifyoucannotmanageaprocess,youcannotimproveit.

3.3 Ithasbeenestimatedthatpeopleworkinginorganisationscanwasteabout15
20%oftheirtimebyredoingthingsthatarewrong,chasingthingswithout
result,queryingincompleteinstructions,doingotherpeoplesjobsandsoon.

3.4 Process mapping enables us to clearly define the current processes in chart
form,identifyingproblemareassuchasbottlenecks,capacityissues,delaysor
waste. Once identified, this knowledge provides a solid basis from which to
developsolutionsandintroduceandplannewimprovedprocesses.

3.5 Processmappingenablesanorganisationto:

Establishwhatiscurrentlyhappening,howpredictablyandwhy;
Measurehowefficientlytheprocessisworking;
Gatherinformationtounderstandwherewasteandinefficiencyexistand
theirimpactonthecustomerorpartners;
Developnewimprovedprocessestoreduceoreliminateinefficiency.

4.ConstructionofProcessMaps

4.1 TypesofProcessMap

Therearetwobasictypesofchartthatyoumayfinduseful:

ProcessFlowchart

This chart simply sets out the sequence of activities and decision points. These are
usefulforcapturingtheinitialdetailoftheprocess.Labelsshowingthegrade/levelof
staffdoingeachstepcanbeaddedifrequired.

DeploymentFlowchart

This shows who does what along with the interactions between people and
departments(e.g.betweencasepreparationstaffandwitnesswarningstafforpossibly
betweenPoliceandCPS).Thisissometimesknownasaswimlanechartasthepage
is divided into lanes showing the various actions and how the process moves from
persontoperson,oragencytoagency.

IfyourprocessmappingrelatestoCJSprocessesitisrecommendedthatyouadopt
theswimlaneformat,tohighlightthedifferentactionstakenbydifferentsections
withinPoliceandCPSoffices.

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4.2 BasicFlowchartingsymbols

Thetwomostimportantsymbolsare:

a) Arectangle,representinganactivityortask:

b) Adiamond,representingadecision:

c) Youmayalsofindituseful,whenconsideringprocessimprovementto
labelcertainactionsonyourcharttohighlight

Delays

Transport/movement

Storage/Filing

4.3 PreparationforProcessMapping

a) Involvethosewhoarefamiliarwiththeprocess.Allthefollowingcould
potentiallybeinvolved:

ThosewhoDOthework
TheSUPPLIERStotheprocess
TheCUSTOMERSoftheprocess
TheSUPERVISORS/MANAGERSoftheprocess

b) Itisessentialtoinvolveoperationalstaffinanyprocessmappingexercise.Only
by asking the people who do the work will you be able to effectively capture
the information required. There may be some suspicion from staff about the
ultimate aims of a process improvement exercise and how change will affect
individuals. Communication and openness about the exercise, its aims and
expected outcomes is therefore critical in reassuring staff and securing co
operation

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c) AssembleasmallteamideallycomprisingrepresentativesfromALLagenciesor
sectionsinvolvedintheexercise,whohaveagood overviewoftheprocesses
underexamination.Keypointstoensurearethat:

Termsofreferenceareagreedandclearlyunderstoodbyall
participantswhatarewetryingtoachievewiththiswork?
Sufficienttimeisprovidedtodothejobproperlysetsensible
deadlines
Thereisclear,visibleManagementcommitmentandsupporttothe
exercise
Allstaffaremadeawareoftheexercise,termsofreferenceand
likelyimpactonthem,togetherwithaninvitationtocontributeor
voiceanyparticularanxieties
Teammembersreceivesomebasicguidanceonprocessmapping
/chartingtechniques
AnyavailableITexpertsareutilisedwhererequired.Staffwith
goodITskillscanassistindrawingupchartsfromhandwrittendrafts
usingeithersoftwarechartingpackagesorMSEXCEL.

d) If necessary sell the benefits of the process mapping exercise. Staff,
supervisors and managers will need to be assured that the process mapping
exercise will help them to work SMARTER rather than HARDER by enabling
themto:

Learnmoreabouttheirprocessesbypoolingtheirknowledgeand
workingtogethertoimprove/adaptthem
Workouthowtodotheirjobstoaconsistentlyhighstandard
withoutproceduresbeingforcedonthemfromabove
Visualisevariouskindsofchangeslikelytoproduceimprovement
Focusonthemosttroublesomeaspectsoftheirprocesses
Demonstratewhereprocessesfitintotheoverallsystem
Seewheretheyasindividualsfitintotheoverallsystemandto
recognisetheirinternalcustomersandsuppliers
Explainsimplyandeasilythenatureanddetailoftheprocessesto
interestedpartiesandnewstaff
Identifyanyexisting(andnew)skillsneededbythoseinvolvedinthe
process
Effectivelyhelptoplanimplementationofproposedchanges

e) Selectanddefinethelimitsofthestudy

Wherewillthestudystartandfinish?Forexample,forthepolice
STARTmightbethereceiptofafilefromtheOICorthechargingofa
prisonerbyCPSandENDmightbehandingafinalfiletotheCPS
afterreviewandrectification.

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f) Allpartiesshouldbeclearandagreeonwhattheywishtoachievethrougha
processmappingexercise.Itisunlikelythattimeandresourceswillpermita
detailedexaminationofeverything,anditmaybesensibletoidentifykey
processesandconcentrateonthose.

4.4 Gatheringinformation

a) Ifmorethanoneagencyororganisationisinvolvedintheexercise,trytohavea
member of the OTHER agency who is familiar with the process under
considerationpresentduringprocessmappingsessions.Thiswillgivetheother
agencya'handson'practicalunderstandingofyourprocessandwillhopefully,
facilitate future stages when considering combined or improved processes. It
canalsobeusefultohavetheblindinglyobviousquestionposedbysomeone
nottooclosetotheprocess.

b) Observetheprocessinoperationandtalktothestaffinvolved.Walkthrough
theprocessinsequence,askinghowtheworkgetsdone.Trytoobtainaclear
overviewwithouttoomuchfinedetailatthisstage.Ifitprovesdifficulttoget
peopletothinksequentiallyitmayhelptoaskthefollowingtypesofquestions
atvariousstepsintheprocess:

Whatdoyoureceivewhichpromptsyoutocarryoutyourwork?
Wheredoesyourworkcomefrom?(YourSUPPLIER)
Whatdoyoudowithit?
Wheredoyousendyouroutput?(YourCUSTOMER)
Whatformdoesthatoutputtake?(Thisoutputthenbecomestheinputfor
thenextbox(processstep)intheflowchart

c) RoughlyandsimplysketchtheProcess(withouttoomuchdetail)describingthe
sequence of tasks and decision points as they actually happen. The sketch
shouldindicate:

- WHOdoesWHAT(Jobtitle/Functione.g.LevelA1)
- WHATisdoneandWHEN
- WhatDECISIONShavetobetakenand
- Whatpossiblepathsfollowfromeachdecision

d) Itcanbehelpfultouse'POSTIT'notesonalargewhiteboard(orjuststickthem
onthewall!).Eachnotecanrepresenta'step'intheprocessandsavealotof
painwhenitcomestoreshufflingthesequencetogetitright!

e) Drawtheflowchartinitiallytorepresenttheoperation,asitactuallyhappens
NOTwhatyoumightpreferittobe!Useaflipchartorwhiteboardtoproduce
yourinitialcharts.

f) Keep it simple to facilitate broad understanding of the OVERALL process. Too

much detail early on can be overwhelming and/or lead to confusion. If you

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 agreethatmoredetailisrequiredonaparticularaction,itiseasytohighlight
thatboxandproduceaseparatechartshowingtheprocesstakingplacewithin.

g) Leavetheflowchartontheboard/wallifpossible.Thisenablesreflectionand
rethinking between meetings. Continue until consensus is reached. Rarely is
theflowchartcompletewithoutrework.

h) Whenyouhaveanagreedfinalproductitistimetodocumentyourwork.There
are numerous flowcharting packages available on the market such as Visio.
Alternatively software such as Excel or PowerPoint can also be used to draw
flowcharts.

TheABCTeammaybeabletooffersomeadviceonhowthesepackagescanbeusedfor
flowcharting.

4.5 ConstructingaProcessFlowchart

a) Try to lay the sequence out by working in a downward direction rather than
across. This will help later if you want to convert your process chart to a
'deploymentflowchart'.

b) Having thought through the main 'steps' of the process, flowchart them in
sequenceastheyareperformedusingrectanglesfor'tasks'anddiamondsfor
decisions.Useconnectingarrowsbetweenboxestorepresentthedirectionof
thesequence.

c) Concisely describe each task or decision in it's own box. You may sometimes
wishtonumber(someof)theboxesandprovideakeytowheretheactivityis
describedinmoredetail.

d) If the process includes decision points, this will normally imply some 'return
routing' causing some boxes to have more than one input. In the example
belowthereturnroutingorloopsindicateaninefficiencyorwaste.

e) Decisions often (but not always) pose questions answerable by YES or NO. It
can be convenient to structure the questions so that the preferred answer is
'YES'whereas'NO'leadstoreroutingetc.Inourexampleonthenextpagethe
mostefficientprocesstakestheformofastraightlinedownthepage.

f) Itisgenerallyusefultomap:

- The 'YES' route out of the bottom of the diamond (i.e.

normalflowdownwardthroughthechart)

- The'NO'routeasalineoutofthesideofthebox

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 Asimpleexample

Request Goods

Purchase Dept
Checks request

OK ? No Inform User

Yes

Purchase Order to
Supplier

Supplier Sends
Goods to User

Inform User No Goods OK ?

Yes

END

Simple Process Flowchart

4.6 ConstructingaDeploymentFlowchart

Hereadepartmentaldimensionisaddedhorizontallyalongthetopofthechart.You
mayuseindividuals,groups,departments,agencies,andfunctionsetcwhateverkinds
of'units'playmajorrolesintheprocess

a) Drawverticallinestoseparatethefunctionalboundaries

b) Whentheflowmovesfromonefunctiontoanother,thisisideally
denotedbyahorizontalline.

c) Apartfromthesemovesbetweenfunctions,aimwhenpossibletodraw
thesequenceofactivitiesfromtoptobottom.

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 d) Usethetaskanddecisionmakingsymbolsasbeforeandalwaysconnect
symbolswitharrowsindicatingthedirectionofflow.Anexampleofa
simpleDeploymentChartisshownbelow.

Example of a Simple Deployment Flowchart

USER PURCHASE DEPT SUPPLIER

Request Check
Goods Requests

Inform
No OK ?
User

Yes

Send
Check Fills
Purchase
Requests Order
Order

No

Send Goods
OK ?
to User

Yes

End

Asrefinementstothedeploymentflowchart,itmaybeusefulatthisstagetoindicate
anydelaysintheprocess,particularlyattheinterfaceorboundariesbetweenagencies
orsections.

5.ProcessImprovement

CriticalExamination

5.1 Having selected and recorded key processes, the next stage is to critically
examinethemanddevelopnewprocesseswherenecessary.Thismaywelltake

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 the form of combining, for example, existing Police and CPS processes and
decidingwhowilltakeresponsibilityforvariousactions.

5.2 In many instances the thoughts and discussions required to chart existing
processes will lead to easy identification of improvements. These should be
notedandretainedfortheimprovementstage.Manyimprovementswillleap
offthepageonceanexistingprocessischarted.

5.3 Analysing your process maps in a structured way, known as Critical

Examination,canidentifyprocessimprovements.Thisbasicallyinvolvestheuse
of primaryquestions WHAT, HOW, WHEN,WHERE, and WHO. Firstly define
what is actually happening, (DOES), before moving on to identifying
alternatives,(COULD),andfinallydeciding(SHOULD).Thetablebelowoutlines
theapproachtaken.

CRITICALEXAMINATIONSUMMARY

Examineyourprocessmapsandaskthefollowingquestions

PRIMARYQUESTIONS WHY? SECONDARY SELECTION

QUESTIONS

PURPOSE WHY? Whatelsecouldbe WHATSHOULDbe
Whatisachieved achieved? achieved?
MEANS
Howisitachieved? WHYTHAT Howelsecouldit HOWSHOULDitbe
WAY? beachieved? achieved?

SEQUENCE
Whenisitachieved? WHYTHEN? Whencoulditbe WHENSHOULDit
achieved? beachieved?
PLACE
Whereisitachieved? WHYTHERE? Whereelsecouldit WHERESHOULDit
beachieved? beachieved?
PERSON
WHYTHAT
Whoachievesit? Whoelsecould WHOSHOULD
PERSON?
achieveit? achieveit?

5.4 Inessenceweshouldbeasking:

Whyarewedoingit?
Isitessentialtodothis?
Isthereabetterwayofdoingit?

Indoingsoyoushouldalsoconsiderthe:

Implicationofnotdoingpartsoftheprocess

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 ImpactonCustomers/Stakeholders
Whyweneededtheoldprocess?
Whatdowewanttochange?
Whataretherequirementsofthenewprocess?
Whatneedstochange?

5.5 Ratherthanadoptingthecriticalexaminationmethodandexaminingthewhole
processinthewayoutlinedabove,youmaydecidetofocusonwastedwork.

Whatiswastedwork?

5.6 Wastedworkis:

spendingtimedoingthingsagainwhichhavenotbeendonerightfirsttime
duplicatingeffort
doingthingsthataddnovaluetothecustomerortheorganisation

5.7 Wasted work should be evident from your process maps, and often from any
discussionsyouhavewithstaff,whenyou:

reworksomethingnotdonerightfirsttime
completeunnecessaryforms/paperwork/reports
donothaveaccesstotherightequipment
workfromunreliableorinaccurateinformation
dealwithmisroutedphonecallsorpost
dothingsthatyouvefoundothersaredoing/havedone
dealwithproblemscausedbyotherdepartmentsnotdoingtheirjob
correctlyfirsttime
encounterbottlenecksofwork,orexcessivedelay/movementofwork
firefightanddealwithsymptomsratherthancauses
havetoobtainunnecessaryauthorisation
attendunnecessaryorpoorlymanagedmeetings
havetohandleissuesthatothersshouldhavedealtwith

6.Whatarethecharacteristicsofanefficientandeffectiveprocess?

6.1 To help you identify some of the characteristics in an efficient process the
followingshouldalwaysbeapparent:

severaltasks/jobscombinedintoone
workersmakingdecisionsatthelowestpossiblelevelandmonitoringtheir
ownprogress
stepsintheprocessfollowinganaturalorder
workbeingperformedwhereandwhenitmakessense(withthefewest
possiblepeopleinvolved)
singlepointsofcontactandcasemanagers
thefewestpossibleinterfacesandhandlingpoints

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 thefewestbackwardmovements
thefewestpossibleactivities

6.2 Havingcompletedtheinitialprocessexaminationandimprovementstage,you
shouldbeinapositiontochartthenewprocesses.

6.3 Itisimportanttochartanynewimprovedprocessthatyoudevelopasthiscan
be used as a training aid for all staff and should clearly define who is
responsible for each action. These charts should also form the basis of any
futureworkaimedatimprovingprocessesfurther.

6.4 Iftheprocessexaminationcoversmorethanoneagency,anagreedcombined
process map may also be useful in supporting any Service Level Agreements
whicharedevelopedbyagenciesforjointworking.
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6.5 Itisalsoimportanttorememberthataprocessmappingexerciseasdescribed
inthisguideismerelythefirststageinaCONTINUOUScycleofINCREMENTAL
improvementandrefinementofprocesseswhichisultimatelyaimedat:

eliminatingduplicationoftasksandreducingcosts
improvingefficiencyandcoordinationofworkingpractices
reducingthetransportationofmaterialse.g.filesbetweenlocations
improvingthequalityandtimelinesswithintheorganisation
improvingtheeffectivedeploymentofstaff
improvingrelationshipsbetweenagenciese.g.Police,CPSandCourts
reducingdelays
improvingtheservicetovictimsandwitnesses(orcustomers/stakeholders)

6.6 Process Improvement should be viewed as a continuous activity because the
environment we work in within the CJS is constantly changing, not least
through the impacts of Information Technology, and processes have to adapt
withthesechanges.

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7.FurtherInformation

ThisGuidewhilstaddressingmanyissuesthatariseaspartofaProcessImprovement
exercise may not cover items specific to individual Areas. The ABC team can offer
furtheradviceorinformationifrequired.

Pleasecontact

ShaunMorrisABCAdvisor RachelDysonABCAnalyst
CPSHQ CPSHQ
11thFloor 11thFloor
ColmoreGate ColmoreGate
2ColmoreRow 2ColmoreRow
BirminghamB32QA BirminghamB32QA
DX719540Birmingham45 DX719540Birmingham45

Tel01212621122 Tel01212621127

Email:shaun.morris@cps.gsi.gov.uk Email:rachel.dyson@cps.gsi.gov.uk

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