BOLO (Be On LookOut) List for Analyzing Process Mapping

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Once a process map is completed, the team that put it together will analyze it. Here is a chart which provides a checklist of things to Be On the LookOut for when analyzing any process. Items on the list are called BOLOs, for short. By Michael Lee Smith Process mapping is a technique for making work visible. A process map shows who is doing what, with whom, when and for how long. It also shows decisions that are made, the sequence of events and any wait times or delays inherent in the process. Process maps are good for streamlining work activities and telling new people, as well as internal and external customers, "what we do around here." They also can help in the effort to reduce cycle time, avoid rework, eliminate some inspections or quality control steps, and prevent errors. Once a process map is completed, the team that put it together will analyze it. There has probably never been a process map developed where someone has not said, "Do we still do that?" or "Why does X happen there?" or "Why are we doing it that way?" or "I did not realize...." The analysis is no more than considering the process activities and flow by: A. Looking at each process step for: Bottlenecks Sources of delay Errors being fixed instead of prevented (rework)

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BOLO (Be On LookOut) List for Analyzing Process Mapping

http://www.isixsigma.com/index.php?option=com_k2&view=item&id=5...

Role ambiguity (we didn't know who...) Duplications Unnecessary steps Cycle time B: Looking at each decision for: Authority ambiguity (two or more people get to decide...) Are the decisions needed at this point? C: Looking at each rework loop for: Possibly eliminating the step(s) or doing in less time, or trying to prevent D: Using the customer's point of view Value-added vs. non-value-added steps (from the customer's point of view) Below is a chart which provides a checklist of things to Be On the LookOut for when mapping and analyzing any process. Items on the list are, of course, called BOLOs, for short. BOLO List in Process Mapping 1. Assumptions Challenge all assumptions: It's easy to forget that a process step was based on one or more assumptions and not fact. Idiosyncratic change (or) changes made to be creative or for some other reason that are NOT linked to the business plan or a business need. Duplicate data entry. Duplicate work steps in another group. Can the process respond to changes in customer/technology requirements? Is it flexible? Mistakes because of a complex-clerical procedure or mistakes because people forgot what to do: Consider job aids: list, checksheet, flowchart, picture, etc. When you hear words like "coordinate," "pass it by me first," "expedite" and "liaison," question whether the intermediary step is value added. Standards not followed and there is no consequence or negative feedback. Tools/software available that is not used because people have not taken time to get trained or do not want to. Lots of steps in software that are just replicating the old by-hand process. Is the process adding, maintaining or eliminating paper records?

2. 3. 4. 5.

Changes Duplication Duplication Flexibility

6.

Forgot how, or too complex

7.

Intermediaries

8.

Lack of consequences

9.

Old ways

10. Old ways with new tools 11. Paper records

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13/05/2010 08:53 p.m.

BOLO (Be On LookOut) List for Analyzing Process Mapping

http://www.isixsigma.com/index.php?option=com_k2&view=item&id=5...

12. Quality control

QC of work when the "supplier" could have checked and sent 100% ok input to you. QC is when someone else checks work not when someone checks their own work. When talking about QC consider Poka Yoke - Can the work be mistake proofed to make it impossible for the defect to be passed on? Is the QC really needed? Prevention instead of detection is the desired process. Can repetitive work be automated? Do professionals want to make changes rather than "stick with the standard" or do what they want, saying there is no standard since they did not agree to it. Someone continually saying this won't work, can't make any changes. Focus on objective and say that changes to improve the process is why we are here. Is the process limited to the current workload? Is it scalable to handle a larger volume of work?

13. Quality control

14. Quality control

15. Quality control 16. Repetition

17. Resistance

18. Resistance

19. Scalability

20.

Specifications/every time Developing specifications each time something is done instead of the first like first time as a standard or template. Input supplier sends inaccurate/incorrect input. Ask if they know what to do.

21. Supplier input

About the Author

Michael Lee Smith is a director of process improvement at ETS in New Jersey. In his current position he is part of a team implementing Six Sigma. He instructs, provides support and manages projects. He is a certified Six Sigma Black Belt and is working toward Master Black Belt certification. Mr. Smith has more than 35 years experience in human resources and process improvement in the telecommunications, engineering and business services industries. He has a bachelor's degree in psychology and an MBA in human resources management. He can be reached at ms@mikesmith-hr.com .

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