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Bios
Adam Golden
Co-Founder and Principal of
Major Oak Consulting, a
boutique Management
Consulting firm
Former Internal Auditor at
D&B
20+ years Process
Excellence
CFO Magazine winner of
REACH award for
Outstanding Reengineering
Achievement
Co-Chair of the APAs
Strategic Payroll Leadership
Task Force (SPLTF) Best
Practices Subcommittee
proprietary and confidential
for more information please visit www.majoroakconsulting.com
Agenda
PROCESSE
S
Receive &
Process Account
Application
Onboard New
Customer
Customer
Service
Dept
Sales /
Marketing
Accounts /
Credit Dept
Production /
Service
Delivery
Systems implementations
Merger & Acquisition (M&A) integrations
Sarbanes-Oxley / Compliance / internal controls awareness
However, almost anytime is the right time to map your
business processes. Process mapping is a useful tool to
develop a shared understanding of issues/problems, build
teams, produce brilliant ideas and unlock the potential in your
business.
proprietary and confidential
for more information please visit www.majoroakconsulting.com
Polling Question #1
Are you are involved in projects outside of
internal audit reviews?
A)
B)
C)
D)
10
11
Process Mapping
Examples
proprietary and confidential
for more information please visit www.majoroakconsulting.com
12
Enterprise
Overview
Enterprise
Process Map
Current State
Mapping
Current State
Process
Data Analysis
Requiremen
ts
Future
Directions
State
Design
Future State
Process
Capability
Requirements
13
14
Polling Question #2
What tool do you use to map processes?
A) Visio
B) PowerPoint
C) iGrafix
D) Other
15
Enterprise Process
Map
Process Map
proprietary and confidential
for more information please visit www.majoroakconsulting.com
16
Polling Question #3
Have you ever built an enterprise map
before?
A) Yes
B) No
17
Phase 2
Phase 3
Phase 4
Enterprise
Overview
Current State
Mapping
Capability
Requirements
Future State
Design
Future Directions
Data Analysis
Capability Requirements
18
19
20
the
but
full
the
21
22
Workshop Activities
steps
for
clarifications
or
BU differences
Process
exceptions
Manual steps
Re-work
Where errors
occur
Materiality
Thank everyone
map
23
Tip: Setup
You know who is responsible for each step in the process
a swimlane
for every
You can see how many people actually touch the process
You can see back and forths between the same people process
participant
You can see the hand-off points and where things could fall
through the cracks
24
Tip: Include
multiple views
of timeline /
Timeframes
cycle time
Activities
SubProcesses
highlighted
Tip: Dont
cross
connector
lines that
link process
steps
Key Notes
Permanent
Temporary
25
Once the current state has been mapped, its time to validate,
analyze and add supporting detail to the map. Examples of
current state analysis include:
Tip: Review the draft
map with core team to
Validate the map with the core functional team
validate you got it right
Identify manual tasks that can be automated
Identify any task that can be eliminated (non-value added)
Quantification of activities, tasks and transactions
Cycle times
Volumes
Defects
Handoffs
Wait times
Costs
Timeframes
Process loops / rework
26
Activities
Email request in inbox
Prepare quote request
Send to manager for
review
Review quote for errors
1
Take paper back to
1
originator
Prepare paperwork for
2
client
Follow up client
4
Submit order
0.5
Await confirmation of
1
order
File confirmation
0.5
No. of tasks 10
proprietary and confidential
Cycle
time
(hrs) 16.5
for more information
please visit
www.majoroakconsulting.com
Chec
k
Trans
-port
Oper
ation
Wait
Stora
ge
67% of time
spent on NVA
activities
1
1
2
1.5
3
4.5
3
9 27
1
0.5
Associate 1
Associate 2
Associate 3
Associate 4
Associate 5
00:00:00
00:02:53
00:05:46
00:08:38
00:11:31
Duration (hh:mm:ss)
proprietary and confidential
for more information please visit www.majoroakconsulting.com
28
Issues /
Opportunities
Advanced
Technique: Color
code activity boxes
to highlight
activity subcharacteristics
(manual, fax,
regulatory, etc.)
Best Practices
29
30
31
32
33
Phase 1
Enterprise
Overview
Enterprise
Process Map
Phase 2
Current State
Mapping
Current State
Process
Data Analysis
Phase 3
Capability
Requiremen
ts
Future
Directions
Phase
Future4
State
Design
Future State
Process
Capability
Requirements
34
35
Customer
Expectation
s
Operational
Capability
Requirements
Organizatio
ns
Expectation
s
36
Phase 1
Enterprise
Overview
Enterprise
Process Map
Phase 2
Current State
Mapping
Current State
Process
Data Analysis
Phase 3
Capability
Requiremen
ts
Future
Directions
Phase
Future 4
State
Design
Future State
Process
Capability
Requirements
37
39
40
Future State
Key Differences:
Removed non valueadd (NVA) activities
Automated steps
Consolidated
activities
Work moved to the
appropriate role
41
42
Questions?
44
45
Speaker Information
Thank You!
Adam Golden
Keith Fournier
Principal
Senior Management Consultant
Major Oak Consulting, LLC
Major Oak Consulting, LLC
agolden@majoroakconsulting.cokfournier@majoroakconsulting.c
m
om
973.701.0872
proprietary and confidential
for more information please visit www.majoroakconsulting.com
419.344.6504
46