MIRPUR UNIVERSITY OF SCIENCE AND TECHNOLOGY (MUST), MIRPUR

DEPARMENT OF SOFTWARE ENGINEERING

Business Process Engineering
SE-353

Lecture 20: Block Diagramming the Process

Engr. Samiullah Khan & Engr. Fasih Javaid

(Lecturer)

25 March,2021
 Block Diagramming the Process

• To help identify the key departments in the business process, the

process owner should:
• Make a block diagram of the process

• Identify who is performing the key operations

• Figure 3.3 presents a typical block diagram for a summer barbecue,

with the responsible people listed for each operation

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Block Diagramming the Process

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 Block Diagramming the Process

• Block Diagramming forces the process owner to mentally walk through the
total process
• Process owner should do some research before he or she starts to construct
the block diagram
• He or she should read the relevant procedures and talk with people in the
process
• The process owner must have a good view of the total process before
putting pencil to paper

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 Updating the Operating Assumptions

• Process owner will have to update the original operating assumptions

developed by the EIT

• These assumptions include:

• How frequently the team will meet
• Length of the meeting
• Many other operational details

• These details should be defined so that they can be communicated to the

managers involved in the process

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 Updating the Operating Assumptions

• Typical items that would be included in the updated operating

assumptions are:
• Employee resources required
• Project end date
• Equipment limitation
• Any committed changes to process inputs
• Expected/Estimated changes to customer expectations
• Areas in the process that will not be changed

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 Updating the Operating Assumptions

• Operating assumption list is an active document that can and should be

changed as new information becomes available

• Operating assumption list should be re-evaluated after:

• The process owner has interviewed all other managers involved in the process

• A flowchart of the process has been made

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 Team Structures

• Many types of teams become involved in the BPI activities

• Role of executive improvement team (EIT) in the process is already

discussed

• Other types of teams that can be used are:

• Process improvement team (PIT)
• Sub-process improvement team (sub-PIT)
• Task team (TT)
• Department improvement team (DIT)

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 Team Structures

• Figure 3.4 shows a typical organization chart and how each type of
team fits into the organization

• The PITs and the sub-PITs are the most frequently used teams

• DITs are often in place before BPI methods are applied

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 Team Structures

• This is the way all members of

the organization should be
introduced to
the team and the problem-solving
tools
• TTs are organized after initial
work has been performed by the
PITs.

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 Process Improvement Team

• PIT is a most appropriate acronym for the process improvement team

• The PIT is the center of our improvement activity

• Its efforts will bring about a new way of thinking about our business

• Proper encouragement of the PITs will bring about new growth for
your organization and increased effectiveness, efficiency, and profits

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 Process Improvement Team

• A PIT should include representatives from each department involved in the

process
• The department managers should assign team members who will be responsible for
making commitments for the entire department

• A PIT normally will consist of 4 to 12 members; more than 16 members

will reduce its effectiveness

• The PIT will be responsible for designing and continuously improving its
assigned process

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 Process Improvement Team

• Typical team activities include:

• Flowcharting the process

• Gathering process cost and quality information

• Establishing measurement points and feedback approach

• Qualifying the process

• Developing and implementing improvement plans

• Reporting efficiency, effectiveness, and change status

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 Process Improvement Team

• PIT activities usually will be heaviest during the first 1 to 3 months

• Between 25 and 50 % of the members' time will be required to define,

verify, and update the process and procedures

• After that, the time requirement may be limited to an hour-long

meeting every 1 to 2 weeks

• PIT members will be working with other people within their areas to
improve their sections of the process

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 Sub-Process Improvement Team

• When a very complex process is being improved, it may involve many

areas, making it impractical to make members of PIT from all the affected
areas

• In these cases, it is very effective to:

• Divide the macro-process into sub-processes
• Have a sub-process owner and sub-PIT assigned

• The sub-process owner is always a member of the PIT, and he or she

provides a progress report at the regularly scheduled PIT meeting

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 Task Team (TT)
• PIT will identify a major problems related to the business process, which the PIT
members are trying to improve

• When this occurs, a TT should be assigned to solve the problem

• When major changes to the process are required (e.g., automation);

• A dedicated group of experts should be assigned to a TT to ensure that the change is
implemented correctly

• TT members' responsibilities will continue:

• Until the problem is solved
• The process change has been implemented, and its effectiveness and efficiency measured

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THANKS