B pprocessv3 brown papers-gsw

Brown Paper
Process Mapping

Gemini Skills Workshop

July 1998

Outline of Session

• Purpose of a Brown Paper

• Elements of a Brown Paper

• Building a Brown Paper

• Appendix
– What to include
– Practical hints
– Preparing for presenting at a Brown Paper Fair

Gemini Consulting Limited • Proprietary and Confidential -2-
BP process v3.ppt

PURPOSE OF A BROWN PAPER

The Brown Paper helps identify and gain support for
Opportunities

The Brown Paper...
...describes the process as it works today from start to end
...may be used to describe the process as it should be
...shows the big picture
...is high touch, low-tech
...identifies strengths and opportunities
...captures the complexity and disconnects of operational issues
...quantifies elements of timing, volume, resource requirement
...develops enthusiasm and ownership of issues
...builds project momentum
...is self-explanatory

BP process v3.ppt

PURPOSE OF A BROWN PAPER

Why Do We Use Brown Papers?

For Gemini... . . . and the Client
The Gemini Team . . . The Brown Paper map . . .
• . . . often has limited time to gather • . . . describes the process as they
information use it today and identifying who gets
involved, how, and where
• . . . understands the “generic
• . . . identifies strengths and
process”, but not the process
opportunities as they see them
specific to the client
• . . . provides the basis for further
• . . . has hypotheses of potential
data gathering / studies
opportunities - based on limited data
and past experience, which need to • . . . helps to mobilise the client and
be tested allows them to focus on the
opportunities without blame
• . . . needs to surface the politics
and emotions involved in the current
situation

The technique is superb at breaking down hierarchical boundaries and
developing broad client ownership

BP process v3.ppt

ELEMENTS OF A BROWN PAPER

What Does a Brown Paper Process Map Look Like?
Title

Brown Paper
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Task Strength Live Red Flags Link to Another Summary
Sign-in (Typically Documents Highlighting Process of
Sheet Green) Key Opportunities Summary Strengths
Decision Clarification Opportunity of
(Typically (Typically Opportunities
Yellow) Pink)

But for every standard there are exceptions — check what’s preferred by
the client or the project manager!

BP process v3.ppt


Use the following symbols for activity, decision and
link to another process
• Describes activity/task performed
• Starts with an action verb
Task • Use few words (less than 5)
– e.g. “Receive order”, “Dispatch sales person”, “Give feedback to
customer” etc.
• Include organisation unit/person who does the task today
– Both official and daily life names

Yes
xx% • Describe decision as a yes/no question
“Question” – e.g. “Fault found in local loop?”, “Found OK?”etc
– Write English translation in brackets underneath
• Quantify outcome (volume, percentage)
No
xx%

“Process
Name” • Link to another process flow outside this Brown Paper
• Comments • Describe required input/output

BP process v3.ppt


Use the following symbols for comments and to flag an
opportunity
• Comment on activity, process flow etc.
Comment • Include valuable information, e.g:
– man-years used for activity
– number of iterations (rework)
– dwell times
– etc.

Flag an
Opportunity

“#”
• Highlights an opportunity to improve
• Number flag to reference it

Name of • Shows that an information system is involved
IT system
• Include valuable information, e.g:
– name of systems
– responsible persons
– link to other IT support system s
– etc.

BP process v3.ppt


Connect activities with lines and arrows

• Standard activity connection with flow direction

• Indicates that flow lines cross each other

• Indicates telephone or other electronic
transmission

Draw the lines on the brown paper itself - first with a pencil (draft), then
with a thick black pen

BP process v3.ppt


Placement of Panels on Brown Paper
To the far left: introduction to the To the far right: summary of
BP, who made the BP and sign in findings, strengths and
sheet. opportunities
P A N E LS AT T A C H ED T O BR O W N PA P ER

B R O W N P A P E R S T A N D A R D S

P ro c e s s N a m e
S ta r t p o in t:
F in d in g s
E n d P o in t :
A s s u m p tio n s : F in d in g o n e
C re a te d B y : O r g a n is a t io n / U n it : P hone:
F in d in g tw o F in d in g s
F in …
… ( F la g g e d )
e tc .
L o c a t io n : D a te :

P R O S J E K T ‘9 8 P R O S J E K T ‘9 8
1 9 :0 9
2 0 -1 0 - 9 4 T o o ls - ( 0 4 2 ) B r o w n P a p e r S t a n d a r d s - 34 - 4 :3 1 a m
1 9 /1 0 /9 4 T o o ls - (0 4 2 ) B ro w n P a p e r S ta n d a rd s - 15 -

P A N E LS AT T AC H ED T O BR O W N P A PE R

W h a t is a B r o w n P a p e r ?
S tre n g th s
B r o w n P a p e r s a r e u s e d to i llu s tr a t e p r o c e s s flo w s in a
h i g h - to u c h , lo w - te c h w a y . B y in c o r p o r a t in g t h e v ie w s
o f a b r o a d c r o s s - s e c tio n o f e m p lo y e e s w h o p a r tic ip a t e
• S tre n g th o n e
o r a r e a ffe c t e d b y th e p r o c e s s e s , B r o w n P a p e r s p r o v id e
in s ig h ts in to s t r e n g th s a n d o p p o r tu n it ie s , a n d h ig h li g h t
fo c u s a r e a s fo r im p r o v e m e n t
• S tre n g th tw o
Y O U R P A R T IC IP A T IO N • S tr…
P le a s e a d d y o u r

•
•
R ed
G re e n
H ig h lig h ts a n o p p o r tu n it y t o im p r o v e
H ig h lig h ts a s t r e n g t h to b e p r e s e r v e d
• …
• Y e llo w C o m m e n ts o n p ro c e s s flo w

P le a s e s ig n t h e lis t b e lo w w h e n y o u h a v e g o n e t h r o u g h t h e B r o w n P a p e r • e tc .
TH A N K S FO R Y O U R H E LP !

1 9 :1 2
2 0 -1 0 - 9 4
P R O S J E K T ‘9 8
T o o ls - ( 0 4 2 ) B r o w n P a p e r S t a n d a r d s - 35 - 4 :3 1 a m
1 9 /1 0 /9 4
S tre n g th s
T o o ls - (0 4 2 ) B ro w n P a p e r S ta n d a rd s - 15 -

P A N E LS AT T AC H ED T O BR O W N P A PE R

R e v ie w e d b y O p p o r tu n itie s
• O p p o r tu n ity o n e
• O p p s tw o
• O pp…
• …
• e tc .
P R O S J E K T ‘9 8 4 :3 1 a m
1 9 /1 0 /9 4 T o o ls - (0 4 2 ) B ro w n P a p e r S ta n d a rd s - 15 -
1 9 :1 4
2 0 -1 0 - 9 4 T o o ls - ( 0 4 2 ) B r o w n P a p e r S t a n d a r d s - 36 -

BP process v3.ppt


Use different coloured “Post-it” notes for comments

Red • To point out an area of improvement

Green • To point out a strength

• To comment on process flow
Yellow – e.g. disagreement with the way the process has been
mapped

Gemini Consulting Limited • Proprietary and Confidential - 10 -
BP process v3.ppt

BUILDING A BROWN PAPER

The “Brown Paper process” includes more than the
actual mapping of the process flow
Plan Do Review

Prepare Logistics Build Review Analyse

• Hypothesize • Invite the • Map the “As • Invite people • Analyse for
about todays “right” people Is” process to give root causes
process to build the flow comments to
• Try to
process flow the Brown
• Gather as understand
Paper
• Think about • Logistics much costs, cost
what information • Validate the drivers and
information around the Brown Paper key
you need to process as with staff and performance
validate possible management indicators
hypothesis
• Arrange
Brown Paper
Fairs

BP process v3.ppt


How do I start?
Prepare
• Be clear about the objective and scope Pl a
• Hypotheses about the process today n
– and about benefits, opportunities, data

• Create a draft of the process
• Decide appropriate level of detail
– given the potential opportunities and time constraints

Set-Up Logistics
• People to make it (owner, credible experts & users, facilitator/helper)
• Prepare materials (cut/taped brown paper, post-it’s, icons)
• Location (wall space, strong wall-paper)
• Time contract

BP process v3.ppt


How do I create a Brown Paper?

Build the Brown Paper

• Reiterate objectives and expectations
Do
• Clarify scope - start and end points, interfaces

• Provide some guidance on level of detail

• “Just-do-it” — it’s easy to course correct, but it’s painful to procrastinate

• Identify where you need further details and arrange next steps to get them

• Capture strengths and opportunities as you progress

• Ask the participants at the end what they think the key opportunities
and concerns are

• Allow time for client to air complaints and frustrations

BP process v3.ppt


What do I do next?

Review Rev
• Follow-up next steps iew
• Smarten up the paper as necessary
• Capture/review builds from review group(s)
• Highlight and validate key strengths and weaknesses
Analyse
• Design necessary in-depth studies
• Identify “Early Wins”
• Identify root causes
• Look at the process from a customers point of view
• Use the BP as a starting point to understand costs, cost drivers and key
performance indicators

BP process v3.ppt

Appendix

– What to include
– Practical hints
– Preparing for a Brown Paper Fair

BP process v3.ppt

WHAT TO INCLUDE

The Brown Papers should include facts to enable a
comprehensive evaluation of the process

• Person/function carrying out each activity (who does what)
• How many people involved
• How much time is spent in the process/activity (man years used)
• Volumes, Values of flows
• Backlogs
• Touch times
• Time in system
– elapsed time, cycle time

• Dwell times & reasons
– e.g. “rest” time on a desk before being processed

• Errors
– how often

BP process v3.ppt

WHAT TO INCLUDE

The Brown Papers should include facts to enable a
comprehensive evaluation of the process (cont.)
(Cont:)
• Rework - Nº of iterations
• Checking
– when, by whom, how much time, why

• Approval points & funding gates
• Authority level needed to take decision, sign document etc.
• Interface traffic & hand offs
– mail, telephone, office system, E-mail etc.

• Input/output that are required
• Duplication of work at boundaries
• Information about the IT systems used in the process

BP process v3.ppt

WHAT TO INCLUDE

Get as much written information around the process as
possible

• Attach copies of actual documentation used, e.g. forms

• Obtain copies of all working documents

• Get documents/reports describing process

• Get information on past and present initiatives that address the
process
– Project Plan
– Names, org. unit and phone numbers of key persons involved in the initiative
– Preliminary reports etc.

• IT systems supporting the process should be clearly shown on the
Brown Paper
– indicate along the process where the different IT systems are used (e.g. use different icons
for different systems)
– have a separate section on the Brown Paper describing the different IT systems

BP process v3.ppt

PRACTICAL HINTS

Some practical hints

• Have complete supply kit
– Keep a spare set of icons - you never have enough

• Strengthen the edges of the Brown Paper with tape
• Use yellow or white “Post-it” notes first for each activity/task before
rewriting them on white rectangles
• Make sure hand-written text is easy for others to read
• Draw connections with a soft pencil first, to enable adjustments
• Initially attach papers in a way that they are easy to move around
– Don´t glue down any papers until the Brown Paper has been reviewed

• Make sure you use glue that will last

• Tape “post-its” on with small tape

BP process v3.ppt

PRACTICAL HINTS

Some process hints

• Prepare a rough draft (high level flow)
– Based on preliminary discussions and knowledge on a separate sheet and integrate with
content experts
• Clearly define the start and stop points in the process
• Manage the scope
– Do not try to depict a lengthy/complex process Flow in a single session

• Clear objectives
• Get “creators” to do the work while joint team member “facilitates”
– When they get involved they will really feel ownership for the outcome

• Focus on what really happens - not what is supposed to happen
• Keep participants focused on the “As Is” - not the “To Be”
• To maintain continuity try to have a team of people that can be there
for the whole session when constructing the Brown Paper

BP process v3.ppt

PRACTICAL HINTS

Some process hints (cont.)

• Continue probing, what else?, what happens next?, how often?
• Keep them moving; don´t let them deliberate too much (maintain
focus)
• Remember the 80:20 rule when driving the detail
• Integrate “presenting back” what is on paper
– This helps clarify the process and facilitates knowledge transfer

• Never leave the Brown Paper to be done by people who do not have
the proper training
• Always ask: who else should see this, or who else is involved in the
process?

BP process v3.ppt

PREPARE FOR A BROWN PAPER FAIR

How Do I Prepare for a Brown/White Paper Fair
1. Schedule Time(s) 3. Communicate Expectations
– There will never be a perfect time - be & Promote the Event
brave and pick one - with interest, people – Use all available methods of
will make time communication (meeting cascade, E-mail,
– May need a few events e.g. night shifts; 1-2-1’s)
different sites/offices; management &/or – If necessary create concern / intrigue to
others ensure participation
– Pre-position key clients to be there
2. Plan the Logistics and be interested
– Client owner / champion - at /near ‘the top’ – Discuss behavioural norms
– Coordinator with time and 4. Prepare the Papers
accountability(client & Gemini involvement
– . . . And prepare the people to ‘man’ them
needed)
– Too perfect and people won’t want to
– Agenda criticise
– Room & layout
– Appropriate running order of the papers 5. Do It
– Extraordinary needs - popcorn in America, – Welcome and ‘sign-in’ at entrance
Oompah bands in Europe! – Keep the atmosphere up beat
– Launch / instructions by a (client) leader – Role-model listening and post-it issues
capture, and coach people to do it
– Hand-out for guidance and to collect
feedback
6. Follow-up
– Expect, plan for, and fulfill/manage the
Gemini Consulting Limited •
expectations that are generated
Proprietary and Confidential - 22 -
BP process v3.ppt

PREPARE FOR A BROWN PAPER FAIR

How do I Present the Brown Paper?
• Define the work process flow:
– Purpose of the flow
– Legend describing brown paper icons
• Describe the client involvement:
– Participation from people in various functions
• Describe the process analyzed:
– Identify the process
– Describe the beginning and end point of the process
– Describe major blocks of activity in the process
• Describe activities and decisions
– Capture vital details (ratio, # of times, etc.)
– Understand decision dynamics
• Made alone/group
• Importance/frequency
• Individuals involved
• Describe overall strengths and opportunities:
– Key comments and anecdotes made by client participants
– Solicit input from the audience
– Summarize strengths and opportunities

Presentation of the process can be anywhere from five minutes to one hour
depending on the objectives of the presentation.

BP process v3.ppt

B pprocessv3 brown papers-gsw

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