How to streamline a system or a process
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To streamline a system or a process is not so easy if one has not done it before and has no knowledge of where to start or what methods to use. This discussion tries to clarify it.
1. Introduction:
In this discussion we concentrate on administrative
systems, with particular emphasis on the paperwork involved.
A system can consist of more than one process. If you want to streamline a
system you have to do it with all its processes at the same time, or you can
streamline the processes one by one and run the risk of losing sight of the big
picture.
2. Process mapping:
Nevertheless, streamlining a process or a system is done
by using the technique of process mapping, also termed brown papering, which is
only partly correct as brown papering refers to the analysis and critiquing
phase of the existing system. This is then later followed up by white papering,
which refers to the design of an improved new system. The manual method of
brown/white papering is easy, cheap and gets everyone involved. There are also computerised methods
available, but here we will stay with the papering method as it also gives
insight in the computerised method.
By streamlining a system one is also getting rid of the so-called red tape.
3. Brown papering:
Brown papering is about analysing the existing system or
process.
3.1 Establishing logical flow
The logical flow of all documents in use is diagrammatically drawn as a flow
chart on a A3 piece of paper. You start with the source documents and establish
into what next document information flows and reflect it by means of lines and
arrows. The purpose with this is to understand the logical flow of the existing
system.
3.2 Pasting documents on brown paper:
The next step is to stick the actual documents on a roll of paper (1 meter in
width) according to the flow chart. You must glue each document on the brown
paper. Spacing of documents must be adequate for insertion of at least two other
documents of the same size. Next, the arrows are being drawn in black. Then you
fasten the length of paper, which now represents the system, to a wall or roll
it out in a corridor or pathway.
Remember as a manager or supervisor, you act as consultant to your subordinates,
who have now become your clients. Your clients must form the task group that
must gather information, paste, analyze, and design under your guidance.
3.2.1 Purpose of Brown papering:
- to ensure that everybody understand how the systems fit together e.g. how
orders come in, what happens to them, how they go out.
- to show your understanding and knowledge to your clients.
- to provide a visual impact of the complexity of their systems and amount of
paper.
- to highlight and link together system weaknesses like excessive lead times,
duplication, poor timeliness, repetition of information etc. Usually you can
classify the paperwork as necessary, nice to have, unnecessary and missing. The
first two types must be streamlined, the third type discarded and the fourth
added.
- to provide yourself with knowledge of the data and weak areas of the
organisation.
- to provide the basis for system design after critiquing the present one.
- to get client involvement and transfer of ownership to the client.
3.2.2 Method of collection:
- explain to your clients what you are trying to achieve,
- ask if they have any
systems written up in any form,
- obtain live copies of all paperwork,
- write out the system in a flow-chart and cross number it with the live
paperwork,
- be on the lookout for gaps in the system, "bottom drawer" systems and
duplication,
- ask about meetings, both regular and ad-hoc. Find out frequency, attendance,
purpose and obtain copies of minutes,
- for each document understand timing, source, use and distribution so that you
can cross-link to other areas,
- understand recent changes and planned changes
to the system,
- always cover the points: What comes in? What do you do with it? What goes out
and where to?
3.2.3 Preparation:
Just to get you going, think about all the documents, which are used, by thinking in terms of the classical systems model:
|
Inputs |
Process |
Outputs |
| All the documents coming in from other sources | All the documents used and produced internally | All the documents going out to others internally and externally |
|
|
||
The above documents from the systems model, must now be re-arranged under new headings on the brown paper:
- title the brown paper with the area/department name,
- lay the documents out to reflect the flow of information, using the following
broad headings:
|
Brown paper for department X |
|||
|
Forecasting |
Planning |
Reports |
Control |
| Mission Strategic forecasting Sales forecast Department objectives Standards and targets Master Schedule Budget |
Production schedule and targets Process description and various reports Man hours and cost deviation reports |
Monthly report Weekly report Daily report Shift report |
Monthly review meeting Weekly review meeting Daily review meeting Shift hand over review |
Although the example here is for a production unit, the same headings can be used for any department or section. Here is an example of such a diagram:
- show meetings by drawing a circle with the meeting name and frequency inside
the circle. Stick the agenda and minutes next to the circle,
- use flow lines to connect paperwork,
- write the heading of each document at the top of it,
- review the paperwork on the brown paper with the client to ensure that
documentation is complete and that your understanding of the system is correct,
- ensure that each piece of paper sticks down firmly,
- label the outside of the brown paper roll with the area and company name,
- write your own comments/critique in pencil on the brown paper to help you when
discussing the system with clients.
3.2.4 Key questions:
- do you have a budget?
- do you prepare a plan/programme?
- do you do capacity matching?
- do you have standard hours?
- how do you allocate work?
- do you have regular meetings?
- have there been recent changes? Are any planned?
- how do you control your area?
- what reports do you receive/generate?
- is there a bonus/incentive scheme?
- what information do you give to subordinates in respect of efficiency,
productivity, waste/scrap and lost time?
3.3 Critiquing:
The action group must analyse each document for relevancy, necessity,
information, adequacy and duplication.
Finally the group write their recommendations in red on the paper next to
documents, in big legible letters.
3.4 Approval
The group makes a presentation of the existing system to the relevant superior.
They must support recommended changes with necessary explanations and
motivations for his approval.
After approval, action group members can immediately start with actions to
design the new improved system.
4. White papering:
White papering is about the design of the new and improved
system or process.
4.1 Operational control
The design of the new operational system must make provision for all the
recommended improvements.
You must illustrate the sequence of information flow in the form of a flow
chart.
Design the new document formats and again paste them onto a roll of paper, what
we now call a white paper. Only this time, when doing the white paper, there is
a slight change in the layout:
4.2 Management control
Design the management control documents and paste them alongside the process
documents. These documents reflect the information flowing out of the process.
Broadly speaking, all management control systems are similar in the sense that
they contain the same elements of a system, as defined in the first part of this
module.
Slight differences can however occur from one organisation to another or between
two departments because of: repetition of activities versus project- or creative
type activities, capital- intensive versus labour-intensive processes.
The degree of capital intensiveness will have a bearing on the emphasis being
placed on labour (man-hours) versus machines (machine-hours or utilization)
The degree of repetition of activities, in turn, will influence the frequency of
reporting at various levels.
The new design is again presented to obtain further ideas for improvement and to
get approval.
Superiors must
approve each individual sub-system and communicate (present) it to other
departments that share an input/output- dependant relationship.
4.3 Adapting the existing system to the new design
4.3.1 Making information available
Usually some degree of revision of computer programmes must take place to
streamline operational systems and to adapt to the new requirements of different
levels in the control system.
4.3.2 When redesigning reporting formats to reflect the required key result
indicators, the formats for forecasting and standard setting must also be
designed. Paragraph 7 includes a few examples of reporting formats.
4.3.3 Upholding the existing system
The existing system should stay in place and be run as a dual system, until the
new system has proven itself to the satisfaction of all participants involved.
It should not, however, be longer than two months.
4.4 Putting the new system into practice
4.4.1 Communicate the changes to all involved well in advance.
4.4.2 Testing the new procedures and reporting formats in reality.
4.4.3 Adaptations to procedures and forms where necessary.
4.4.4 Execution of outstanding recommendations of the analysis phase.
4.4.5 Dovetailing review meetings. Attend meetings, evaluate them and supply
feedback.
4.4.6 Dismantling of the old system. It is necessary to emphasise the fact that
where a Tier 3 person had to complete a monthly cost report, it may no longer be
the case under the new system.
4.4.7 Normally some form of control system with varying degrees of proper
control is in existence. It is most important to get into place the new
procedures, reporting formats, indicators and frequency of reporting.
4.5 Monitoring improvements
Monitor tendencies by means of graphs to establish the improved effect of the
new control system on results.
For instance, determine a performance base for the previous period against which
to measure actual results of the new period.
Furthermore, it is advisable for each department to do its own monitoring of
performance improvements. It will keep them aware of where they are and where
they are going.
4.6 Small businesses:
In this case the use of cash flow projections may be adequate as a management
control system.
An annual cash flow projection, broken up into months, must be updated monthly.
Compare the actual performance of each month to the updated previous projection
(top level).
For the next lower level, the updated monthly projection is broken up into
weekly targets per relevant responsibility area and actual performance measured
against it.
Install additional shorter term control measures as required, according to
specific needs and type of business for lower levels. Measure most important
activities to enhance productivity improvement.
5. TAKING THE SYSTEM LOOP DOWN TO THE LOWEST LEVEL:
Link each level and position that has a direct influence on the outcome of the
key result indicators to the management control system.
Remember it is the floor operators who bring in the results and profits. Empower
them by knowledge and skills through training, to improve on productivity.
5.1 Task descriptions must not be confused with job descriptions. A job
description can entail more than one task.
A task description describes the actions required of an operator to operate a
machine/function efficiently.
The following headings may be regarded as guide-lines for compiling such a task
description for operating a machine:
Flow diagram (previous, this, next operation)
Start-up steps
Action steps during operation
Action steps stopping the operation
Main objectives during operation
Safety precautions
Tracing of defects
Task descriptions must be available for the operation of all machines in a
production process, and all operators thoroughly trained.
5.2 Process descriptions
A process description is synonymous with procedure. The process description
describes the flow sequence, interrelationships and actions between a group of
operations/machines that form a production unit or sub-unit.
A group of production units forms a production plant if the units are more than
one.
These descriptions must be available and the operators and responsible persons
thoroughly trained in the application of the procedures.
The following headings may again be regarded as guide-lines:
Scope
Flow diagram
Responsibilities
Recipe definition (chemical process)
Procedure
Fault detection decision tree
Records
References (other procedures)
5.3 Green areas
This is simply an area where floor operators meet with their shift supervisor
for a few minutes before commencement of the shift, for a review meeting.
Discuss briefly the following topics:
Changes in the system
Performance of previous shifts
Own previous performance
Planned maintenance downtime
New targets for the shift
Action plans
Safety precautions
Briefings
Work-related problems
Suggestions for productivity improvements
Allow persons with personal problems the opportunity to stay behind to discuss
on a one to one basis with the supervisor after the meeting has ended.
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References
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