Improve Something Today

Process maps are the worst. I hate getting paid to make something that immediately goes onto the shelf, never to be looked at again.

And you know what every organization’s shelf is full of? PROCESS MAPS.

People love to make these damn things, or hire consultants to make them, and then bask in the sensation of accomplishment. Of having “documented”—or even worse, “understood”—the current state. What a waste of everybody's attention!

Next time somebody gives you a process map and shrugs, saying, “well here it is, although it’s a little out of date,” here are three things you can quickly add to it.

One: Clearly identified wiggle room

Even in the most dialed-in, locked-down business process there is some wiggle room. Find it. Circle it. Shade it in on the diagram. If 90% of the process is utterly inflexible due to agreements, requirements, contracts, deals, budgets, SLAs, suppliers, etc., there are still some things that can be changed. Find that 10% and make sure everybody else can see it too.

Two: Controls and why they’re there

Controls exist to mitigate risks. Identify the controls built in to this process, and draw them into the process map if they’re not already there. For each control, write down how often it happens, whether it’s automated or manual, what risk it’s there to guard against.

Sometimes processes have too many controls built in. Sometimes, not enough. How are you going to tell unless you map them out?

Three: Process behavior stats

For each step in the process, get some baselines. It’s OK to guess. Build a wee little table with these elements: How often does this happen? How long does this step take? What’s the percentage of time work enters into this process step 100% complete and accurate (%C/A)?

Now you know where the constraints or bottlenecks are. And you know where things break down. Remove constraints as best you can, build in quality where it’s needed. (Easier to not make mistakes in the first place than to have to sort them out later.)

TL;DR:

Process maps gather dust since they don't explain much on their own. Improve them by...

• Identifying wiggle room or degrees of freedom, so people can see opportunities.
• Listing controls, so people can argue about risks and mitigation.
• Measuring process behavior, so people can see where work breaks down.

It’s hard to know when to keep your options open and when to commit. Hang onto too many options for too long and you’ll spread yourself thin. But you might regret committing too early—what if the grass really was greener on the other side?

This is hard to do as an individual. It’s nearly impossible within a group. That’s one reason why groups spend so much time examining and choosing between alternatives. But this eventually gets in the way of doing good, and being good. As the Liverpudlian philosopher said:

Life is what happens while you’re busy making other plans.

When a group is facing a big decision about what to do next, the game is to preserve and explore options, without letting the upkeep of options get distracting or expensive.

Introducing set-based design

Set-based design is a method that’s worked for me and my clients. It’s a key lean method that often goes unused for weird historical reasons.

Here’s how it works:

1. A group starts with a broad, unproven set of options. These might range from the status quo to the wildest alternatives.
2. Then they will experiment, quickly kicking out ideas that won’t work.
3. Feasibility is evaluated in the open using simple, shared criteria. No one should be surprised by the results, even if their own idea is eliminated.
4. Eventually, the set of options narrows to one everybody can live with.
5. Take that one option (and maybe one backup) into development.

Benefits of set-based design

I’ve used set-based design to get groups through decision-making and evaluation processes, with some surprising benefits:

• The method has helped risk-averse teams explore long-shot ideas.
• Similarly, it has helped rambunctious teams commit to a single, sometimes boring, idea.
• Set-based design is very fair about letting all stakeholders have their say and seeing their ideas given a fair shake.
• The conversations about quality, cost, and value that are important for creating evaluation criteria have outlasted the design process. The local answer to “what good means” for a particular design activity can point to a larger answer about “what good is” for a team.

Starting points

Book—for theory and history: read Lean Product and Process Development by Ward and Sobek. Make sure you get the second edition. It’ll give you everything you need to get started.

Lean Product and Process Development, 2nd Edition - Lean Enterprise Institute

In Lean Product and Process Development, Ward presented a basic learning model for development. He not only described the technical tools needed to make lean product and process development actually work, but also delineated the management system, management behaviors, and mental models needed.

Lean Enterprise InstituteAuthor(s)

Just want the overview? The authors published a decent intro back in 1999.

Paper—for trying it out: This 2016 CIRP paper lays out the exact approach that I’ve successfully used to plan set-based design activities for my clients.