Westchester Community College, State University of New York

Process Mapping, Modeling and Analysis:

Using Process Analysis to Define & Solve Business Challenges

Organizations are a collection of processes. These processes are the business activities performed to produce value, serve customers, and generate income. Managing these processes is the key to the success of your organization. Most organizations are not set up to manage processes, instead, they manage tasks. Inefficiency and waste become part of the system, they rob your organization of profits, productivity and its competitive advantage. Process mapping shows you the way out. 13 CPEs.

Catalogue #: BUS 2105
Location: remote/virtual
Cost: $1,095.
Class #: 90352
New Dates: April 13^th, 14^th, 20^th, 21^st
Time: 1:00 p.m. to 4:30 p.m.

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GAIN THE SKILLS YOU NEED TO MAKE PROCESS MAPPING WORK FOR YOUR ORGANIZATION

This practical, how-to-do-it program delivers a one-two punch: Systems thinking techniques to clarify the “big picture” and a toolbox of mapping techniques that will enable you to streamline and redesign performance. It will arm you with the knowledge you need to analyze the way your organization really operates, to identify opportunities for eliminate waste and inefficiency in addition to identifying upstream metrics that will help your organization manage quality, customer service, productivity and financial performance.

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Learning Objectives:

• Identify and understand your organization's true core processes
• Recognize and remove activities that do not add value
• Eliminate systemic flaws that result in poor quality
• Document processes for knowledge management or BPM initiatives
• View customer/supplier relationships and their impact on your system
• Engage business leaders, users and customers in process change efforts
• Dramatically improve your efficiency and customer satisfaction

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Course Outline:

Systems Thinking: Seeing the Big Picture

• The evolution of process management
• Operational excellence vs. strategic BPM
• Traditional problem solving vs. systems thinking
• Creating a System Map
• Clarifying customer needs and gaps
• Scoping the process improve/redesign project

Mapping & Analysis Tools: Inside the Black Box

• Symbols & fundamentals
• Process and Workflow Diagrams
  • Top-Down Flow Chart
  • Block Diagram
  • Activity/ Spaghetti
  • Work Flow Diagram
  • Cross-Functional Flow Chart
• When to Use Each Chart
• Analyzing Process Flowcharts
  • Streamlining the Value Engine
  • Optimizing Flow and Capacity
• Process Measures: Identifying the Right “Pulse Points”
• Class Exercise: Putting It All Together

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Getting There: Next Steps

• Organizational Change
• Creating the right documentation for your purposes

WHO WILL BENEFIT:

You will benefit most from the Business Process Management (BPM) Certification program and its modules if you are a:

• Leader of a process improvement, Six Sigma, Kaizen, Lean or reengineering team
• Process owner or manager
• Process improvement facilitator
• Process, workflow or business analyst
• Internal change agent
• Manager or consultant who is installing BPM, ERP, CRM or similar technologies
• Senior leader who is “Champion” of process/technology change
• Process Improvement team member
• Candidate for CBPA or CBPP certification from the ABPMP
• Actively involved in your organization’s process improvement, Lean or Six Sigma efforts
• Project Manager or team member
• IT personnel tasked with automation and / or system upgrades

The skills delivered in this seminar can be applied in manufacturing, service, health care and public sector organizations.

Lean Healthcare

Transforming Processes to Deliver Patient Value

Corporate classes available: Please call or Email

Overview

The goal of Lean is to eliminate waste in a system so that system can deliver more value to its customers (patients). There’s arguably no industry in which this methodology is more applicable and valuable than in healthcare. Patients sometimes wait weeks for needed clinic appointments. Inconsistencies in the verification of insurance can result multi-months delays in adding new providers. Variation in procedure times between surgeons causes underutilization in the OR. And, the inability to accurately measure performance can perpetuate problems like these indefinitely. The Lean methodology is tailor made to address today’s operational challenges. Lean provides your team with tools that highlight the sources of process inefficiency, data collection techniques to quantify the magnitude of opportunities, and a problem-solving that methodology promotes engagement and data-driven decision making in any healthcare organization, regardless of size or specialty. This seminar will utilize a real world health care example (MRI Utilization at a Children’s Hospital) to demonstrate the fundamentals of Lean Healthcare and provide a framework you can adapt in your healthcare organization.

Learn How To:

• Leverage Lean as a means to increase both efficiency and revenue
• Enhance your staff’s understanding of what the patient values in the healthcare experience
• Identify sources of waste in your processes and systems
• Eliminate the root causes of delays, wasted resources and rework
• Generate analytical and out-of-the-box solutions
• Measure the unmeasurable
• Identify process improvement opportunities that will have the most impact for your patients and your facility’s bottom line

SEMINAR OUTLINE

Key Concepts

• • Why Lean is a good fit for today’s healthcare challenges
  • Importance of focusing on processes that deliver patient value
  • Waste elimination vs. revenue capture/growth
  • The MEDIC process management cycle

MRI Case Study

• • Project Charter / Team Selection
  • Process Analysis: System, Value Stream and Cross-Functional maps
  • Establishing a Baseline: Data Collection
    • Patient service data
    • Efficiency data
    • Service time data
  • Cause Analysis: Root Causes that Impact Utilization
  • Solution Identification: Streamline or Redesign
  • Solution Prioritization and Development
  • Solution Implementation
  • Results
  • Project Challenges: Behavioral, Technical, and Organizational

Cool Tools and How to Apply Them

• • The System and Value Stream Maps: Understanding Patient and Family Expectations
  • Muda: Eliminating Non-Value-Adding Activities
  • The Five Why’s: Breaking down Process Problem Causes
  • The Five Max Method: Finding “Out of the Box” Solutions
  • Solution Development: Winners and Losers from Change

Your Action Plan

• • Selecting the Right Process
  • Next steps

Who Should Attend:

This seminar is ideal for any healthcare leader who needs to improve utilization, revenue generation (or capture) and the patient experience, including:

• Leaders in any department that schedule(s) and service(s) patients
• Manager or Director of Surgery, Patient Care, Laboratory Operations, Nursing Services, Radiology or Outpatient Services
• Nursing Managers or Charge Nurses
• Emergency Department leaders
• Quality Analysts, Managers, and Directors
• Leader or member of a patient experience or Quality Improvement team
• VP or Director of Operations
• Project Manager(s)
• IT personnel tasked with automation and / or system upgrades

Lean is the best approach to minimizing the pain and challenges of healthcare management in a time of great change.

Performance Improvement Strategies:

Using Lean, Six Sigma and Reengineering to Improve Business Results

Think about it, all performance improvement methodologies (PDCA, Six Sigma, TQM, reengineering, etc.) have four elements in common: customer value, process maps and measures, root cause analysis and improvement strategies. The tools and other techniques taught in this seminar will enable you to use the right data and right tools to craft the right solution to improve performance. 13 CPEs.

Catalogue #: CE-BUS 2112
Location: remote/virtual
Cost: $1,095.
Class #: 90353
New Dates: May 12^th, 13^th, 19^th, 20^th
Time: 1:00 p.m. to 4:30 p.m.

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What You Will Learn

• Evaluate which “tools” should be in your process improvement toolbox
• Measure and analyze process performance
• Recognize trends in performance
• Identify the factors that limit quality, slow service time and increase costs (Lean)
• Understand variability and how it drives your improvement tactics (Six Sigma)
• Evaluate and apply process improvement alternatives
• Develop results-oriented solutions that will yield improved business results

Seminar Outline

I. Approaches to Process Improvement

• The sea of methodologies
• Determining best fit

II. The Customer First

• Who are your key customers?
• How my customers measure “quality”

III. Lean: Focus on Customer Value

• Eliminating non-value-added activities
• Reducing service/cycle time

IV. Six Sigma: Optimizing Performance

• Understanding variation
• Histograms and process distributions
• Managing variation
• Control Chart
• Root cause analysis
• Fishbone Diagram

V. Your Improvement Strategy

• Improvement alternatives
• Evaluating reengineering vs. improvement
• Prioritizing opportunities
• Kaizen events vs. DMAIC projects

Who Should Attend

You will benefit most from this learning experience if you are a:

• Leader of Process Improvement, Kaizen, Lean or a Reengineering team
• Process Manager or Process Improvement Facilitator
• Business Analyst
• Internal Change Agent
• Managers or Consultant who is installing BPM, ERP, CRM or similar technologies
• Senior leaders who are “Champions” of Process/Technology change
• Project Managers and/or IT personnel charged with supporting functional units

Executing Process Improvement Solutions

Making Great Ideas Work in the Real World

2 Day Seminar
Corporate classes available: Please call or Email

Course Outline / Description:

After months of dedicated work, you and your team have designed a new business process that will leverage emerging technology and superior business acumen to dramatically improve all measures of performance. Now comes the hard part…implementing it. Implementing process change requires a powerful combination of “soft” skills and “hard” skills: Techniques that will win widespread support for process changes and methodologies to implement the solution effectively. Executing Process Improvement Solutions presents a practical, how-to approach that integrates these hard and soft skills. It is chock full of tools, templates and techniques you can put to use right away. For companies that are investing significant financial capital in new technology or significant political capital in process improvement or reengineering, Executing Process Improvement Solutions is an essential seminar that will help your company realize its vision for the future. Act now. Enroll a team of key leaders today.

What You Will Learn

• Engage stakeholders to win support for process change
• Evaluate factors that could hamper or foster implementation
• Create effective process improvement project plans and controls
• Implement the solution on time and within budget
• Transition from implementation to day-to-day execution of the improved process
• Measure and monitor results
• Establish practices to sustain the gains in performance

Seminar Outline

I. The Challenge of Deployment and Integration

• Why good solutions fail to be implemented
• Why successful implementations aren’t sustained

II. Deployment: Seeing the Big Picture

• Identifying and analyzing stakeholders
• Evaluating the impact of potential solutions
• Picking the “right” solution

III. Deployment: Enabling Change

• Financial analysis
• Organizational readiness
• Picking the best team
• Leveraging individual strengths and contributions
• Dealing with resistance and conflict

IV. Deployment: Executing the Solution

• Project planning and control
• Risk management and contingencies
• Meeting scheduled performance targets
• Transitioning activities

V. Integration: Living the Solution

• What inhibits integration?
• Validating success
• Measuring and monitoring customer impacts
• Looking for ongoing improvements

Who Should Attend You will benefit most from this learning experience if you are a:

• Leader of Process Improvement, Kaizen, Lean or a Reengineering team
• Process Manager or Process Improvement Facilitator
• Business Analyst
• Internal Change Agent
• Managers or Consultant who is installing BPM, ERP, CRM or similar technologies
• Senior leaders who are “Champions” of Process/Technology change
• Project Manager or team member
• IT personnel tasked with automation and / or system upgrades

Process Improvement in the Public Sector

How to Deliver More Services with Less Budget

1 Day Seminar
Corporate classes available: Please call or Email

In the ongoing challenge for public sector agencies to deliver more services with less budget, process improvement remains a vital tool. However, many generic Six Sigma and process automation programs aren’t able to clear the unique barriers to streamlining public sector processes.

What You Will Learn:

• Identify customer requirements within the public sector
• Map processes to capture time and value
• Identify process pulse points
• Evaluate process improvement opportunities
• Create buy-in and ownership from process stakeholder

I. Introduction

• What is different and not so different about government processes?
• Identifying customer requirements within the public sector
• The Kano model
• The 7-Step Process Improvement methodology

II. Mapping Processes

• System Maps
• Top-Down Flowchart
• Cross-Functional Process Map

III. Measuring Processes

• Lead and lag measures
• Finding process pulse points
• Analyzing process data

IV. Process Improvement Methodologies

• Improving process speed
• Reducing cost
• Improving accuracy and consistency

V. Organizational Change

• Creating buy-in
• A project management approach

Who Should Attend: You will benefit most from this learning experience if you are a:

• Public Sector Executive, Manager or Director accountable for both operational performance and achieving strategic objectives
• Agency or Department executive responsible for making strategic decisions
• Chief Financial Officer or Controller
• Coordinator of a project-based improvement program such as MBO, Six Sigma or Lean
• Member of a strategic planning task force
• Project Manager or team member

• IT personnel tasked with automation and / or system upgrades