Process improvement with Process improvement with PISOPISO®®
PISOPISO®® Structured Analysis Techniques Structured Analysis Techniques
PISOPISO®®
... workplace creativity driven by strategy... workplace creativity driven by strategy *
© D A Deeks University of Sunderland 2005
* ‘Process Improvement for Strategic Objectives’, PISO® and ‘workplace creativity driven by strategy’ are the property of The University of Sunderland. PISO® trademark design by Abdul
Ali and Matthew James
*
V5.1
refer sections 1, 2, 5, 6refer sections 1, 2, 5, 6
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Stakeholders
Logical views, using
data flow diagrams
Strategic objectives
… strategic objectives engaging with detailed analysis
… stakeholders doing it for themselves
… data flow diagram logicalisation, twice 1 – for systems efficiency2 – to meet an agreed strategic objective
PISOPISO®®Strategic objectives
Stakeholders
Logical views, using
data flow diagrams
PISO key features
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Stage 0
… identify area requiring
improvement
PISO stages
Stage 1
… develop objectives
Strategic objective
s
Stage 3
… design proposed system
Stage 2
… analyse current system
Logical views, using
data flow diagrams
Stakeholders …
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
processes involve us in carrying out activitiesprocesses should always ‘add value’if they are poorly designed in this regard, or are well designed but we have difficulty in carrying them out, we feel frustratedwe all have ideas of how we would do the job … if only we could make some changesby examining our reasons for frustration or lack of job satisfaction, we discover our strategic objectives for change
Processes, frustrations, strategic objectives
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Strategic objectives
individual aspirations, organisational mission statementsdon’t involve much of ‘how’an efficient organisation is one where its overall strategic objectives are in line with their employees’ individual ones
and process improvement
employees have a vast amount of experience, knowledge of what is wrong with the processes they are asked to use‘what is wrong’ can be transformed into strategic objectives for changePISO® provides a powerful, step-by-step approach to allow employees to engage their strategic objectives with the processes they use, to bring about effective improvements
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Identify general area requiring
improvement
Establish initial improvement area
(‘system’) boundary
Logicalise dfd(s) for strategic objective(s)
Analyse and resolve any conflicts between strategic objectives
Prepare physical dfd(s) of proposed
system(s)
Gather information about current system, and confirm boundary
Prepare physical dfd(s) of
current system
Logicalise dfd(s) for systems efficiency
2.1
2.3
3.3
3.2
3.1
stage 0 identify area requiring improvement
stage 1
develop objectives
stage 2 analyse current system
stage 3 design proposed system(s)
(initial framework developed by H M Edwards, 1997)
Identify initial stakeholders to conduct project
Identify initial strategic objective(s)
Identify further stakeholders, and
analyse involvement
Refine strategic
objective(s)
Establish operational objectives
Define operational objectives in terms of
dfd notation
1.1
1.2
1.3
1.4
1.5
0.1
0.2
0.3
2.2
© D A Deeks University of Sunderland 1997-2005. All rights reserved.
framework of stages & steps
PISO® 2005
four of the steps use data flow diagrams (dfds)
The PISO® framework
by changing the dfds, we improve the processes
dfds show processes and the data that flows to and from them
refer section 1 p5refer section 1 p5
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Consultant surgeon 6
8 Waiting list officer
Authorise referral to waiting list
7 Medical secretary
Process ‘Out-patient decision’ letter
Maintain waiting list
Patient
GP appoint request (visit)
Referral request (verbal)
Referral letter
GP Appointment Diary D1 Agreed GP appointment
Patient Admin System D3 Referral letter details
Referral & appntmnt details
Waiting list outcome form
Patient case notes + consent form
‘Out-patient decision letter’ details (verbal)
‘Out-patient decision’ letter
Waiting List System D5 Waiting list card details
Procedure request
Referral letter details
GP Receptionist 1
Maintain GP Administration
*
a
GP 2
Authorise referral to hospital *
4 Medical records
Prepare case notes for clinic
*
3 Out-patient recep
Maintain out-patient appointments
*
*
*
*
Procedure consent
Hosp appoint lett
Ref cnsnt (vrbl)
Available GP appointments
GP Patient Database D2
‘Out-Patient decision’ letter
Appntmnt-dated referral letter
Patient case notes
One-week-out ‘pulling list’
Patient case notes
Appntmnt details
Waiting list outcome details
‘Out-Patient decision’ details
Out-Patient Module D4
5 Clinic nurse
Conduct clinic
*
Patient case notes
Patient Records M2 Patient case notes
Appntmnt-dated referral letter
Patient case notes Patient case notes + consent form
Out-Patient Module D4 Available procedure dates
Selected procedure date
Patient case notes + consent form
Patient Records M2 Patient case notes / consent form
Waiting list card
Waiting List Box
Receipt-dated referral letter
Appntment-dated referral letter M1 Referral letters folder
Receipt-dated referral letter
Appntmnt-dated referral letter M1 Referral letters folder
Clinic Case Notes M3
Clinic Case Notes M3
Clinic Case Notes M3
GP appoint request (tel)
Ref adv (vrbl)
Procedure advice
Confirmed GP appoint arrival
Avail GP appoints (tel)
Agreed GP appoint (tel)
Avail GP appoints (visit)
Agreed GP appoint (visit)
Confirmed GP appoint arrival
9 Nurse co-ordinator
10 Service co-ordinator
Confirm ‘to-come-in’ date and details
Process ‘to-come-in' letter
Theatre Diary M6 Patient details + 'To-come-in' date
Theatre date
‘To-come-in’ date
Agreed 'to-come-in' date (by tel)
'To-come-in' letter
*
*
‘Confirm waiting list’ letter
M5 Waiting list card
Waiting list card
Waiting list card 'To-come-in' date req (by tel)
Avail 'to-come-in' dates (by tel)
Agreed 'to-come-in' date (by visit)
'To-come-in' date req (by visit)
Avail 'to-come-in' dates (by visit)
… does what it did before, but much more efficiently
(ignore the detail, note the shapes and sizes!)
PISO® ‘before and after’ dfds - Pontefract General Infirmary
From this (step 2.2) ...
to this (step 3.3) ...
1
Process GP appointment
Patient
GP appointment request (visit)
a
Available theatre slots
GP Receptionist
2
Conduct vasectomy referral procedure
GP
Information booklet and leaflets
Completed consent form
Selected theatre slot
Confirmed GP appoint (tel)
Vasectomy request
Vasectomy approval
Patient i.d. D1
Patient details
Patient i.d.
Agreed GP appoint (tel)
Available GP appointments (tel)
GP appnt request (tel)
Available GP appointments (visit) Agreed GP appointment (visit)
Confirmed GP appointment (visit)
Confirmed GP appointment arrival
Patient details
D2
Appointments diary Available appointments
Selected appointment
Patient details Updated patient details
D3
Theatre bookings
M1
Consent forms
M2
Info booklets
M3
Info leaflets
Available slots Selected slot
Consent form
Info booklet
Info leaflet
*
*
refer section 1 p2-3refer section 1 p2-3
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
From this (step 2.2) ... to this (step 3.3) ...
PISO® ‘before and after’ dfds - Marine Construction Ltd
… results in something new, to improve controlrefer section 2 p4, section 5 refer section 2 p4, section 5
p3p3
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(4) + drawing + materials spec
*
*
*
*
M5
Quotes file
BQ1(completed) + quotation (copy 2) + drawing + materials spec
BQ1(completed) + quotation (copy 2) + drawing + materials spec
M7
Labour Rates File
Labour costs
Materials Catalogue
M6
Materials costs
BQ1(2) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
Customer
Order
a
e
Processing Dept
1
Progress
2
quotation
Quotation/spec/drawing
Letter of intent
Design
b
Liaise with Initial customer specification
Total cost details
D2 Standard Costs Standard Labour, Material and Equipment Costs
D1 Customer Details
Production
Office
Updated customer specification
Quotation details
Updated quotation Sales Manager
Office
Design and materials details
Work schedule
Quotation details
customers
c
d
Initial customer specification
Design & Materials schedule
Design & Materials schedule
Quotation
Order confirmation
Customer requirements
Mark-up details
Quotation details
Quotation query
Response to quotation query
Quotation query
Response to quotation query
*
*
M1 Specifications/drawings
Specification/drawing
Specification/drawing
Initial customer specification
Estimating Dept
Initial customer specification
Updated customer specification
Quotation
Quotation
Customer requirements
Updated Quotation M2 Quotations & Letters of intent
M2 Quotations & Letters of intent
Letter of intent
Customer Liaison Updated customer specification
Updated customer specification
Order confirmation details
Order confirmation details
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
LOGICAL dfds depict a logical view of a physical circumstance
PHYSICAL dfds depict a physical circumstance
• LOGICAL VIEWS VARY, dependent upon the information • available• considered relevant
PISO® uses PHYSICAL and LOGICAL dfds
refer section 1 p11-refer section 1 p11-1212
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
TELESALES
Telephone
PROSPECTIVE
a
2
M1
SALES FLOOR
Speak with
1 Product/service info
MAILOUTS
3
'PHONE DIRECTORY M2
'Phone no.
M1
PROSPECTIVE CLIENT M3
Address prospective client
prospective client
prospective client
Product/service info
Product / service
info
Product / service
info
Product/service info
Product/service info
LIST
PRODUCT/SERVICE INFO
PRODUCT/SERVICE INFO
CLIENT
… with physical features and constraints clearly shown
PISO® uses PHYSICAL and LOGICAL dfds
refer section 1 refer section 1 p11p11
Physical ...
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Logical ...
… with physical features and constraints removed, to expose the rationale behind the system
CONTACT DATA
PROSPECTIVE
a
D2
Communicate
1
Contact data
CLIENT
COMMUNICATION DATA D1
Communication data Communication
data
CURRENT /
PISO® uses PHYSICAL and LOGICAL dfds
refer section 1 refer section 1 p12p12
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Identify general area requiring
improvement
Establish initial improvement area
(‘system’) boundary
Logicalise dfd(s) for strategic objective(s)
Analyse and resolve any conflicts between strategic objectives
Prepare physical dfd(s) of proposed
system(s)
Gather information about current system, and confirm boundary
Prepare physical dfd(s) of
current system
Logicalise dfd(s) for systems efficiency
2.1
2.3
3.3
3.2
3.1
stage 0 identify area requiring improvement
stage 1
develop objectives
stage 2 analyse current system
stage 3 design proposed system(s)
(initial framework developed by H M Edwards, 1997)
Identify initial stakeholders to conduct project
Identify initial strategic objective(s)
Identify further stakeholders, and
analyse involvement
Refine strategic
objective(s)
Establish operational objectives
Define operational objectives in terms of
dfd notation
1.1
1.2
1.3
1.4
1.5
0.1
0.2
0.3
2.2
© D A Deeks University of Sunderland 1997-2005. All rights reserved.
framework of stages & steps
PISO® 2005
PISO® uses dfds four times
2 a LOGICAL dfd for ‘systems efficiency’ purposes - to give a logical view of the current ‘system’, with physical constraints removed
3 a second LOGICAL dfd for ‘strategic objectives’ purposes, to give a re-engineered logical view of how the ‘system’ could look if a required strategic objective was incorporated
4 a final PHYSICAL dfd to show how the strategically re-logicalised ‘system’ could be physically implemented.
1 a PHYSICAL dfd to depict the current ‘system’, warts and all
refer section 6 p17refer section 6 p17
refer section 6 p19refer section 6 p19
refer section 6 p20refer section 6 p20
refer section 6 p15-refer section 6 p15-1616
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Identify general area requiring
improvement
Establish initial improvement area
(‘system’) boundary
Logicalise dfd(s) for strategic objective(s)
Analyse and resolve any conflicts between strategic objectives
Prepare physical dfd(s) of proposed
system(s)
Gather information about current system, and confirm boundary
Prepare physical dfd(s) of
current system
Logicalise dfd(s) for systems efficiency
2.1
2.3
3.3
3.2
3.1
stage 0 identify area requiring improvement
stage 1
develop objectives
stage 2 analyse current system
stage 3 design proposed system(s)
(initial framework developed by H M Edwards, 1997)
Identify initial stakeholders to conduct project
Identify initial strategic objective(s)
Identify further stakeholders, and
analyse involvement
Refine strategic
objective(s)
Establish operational objectives
Define operational objectives in terms of
dfd notation
1.1
1.2
1.3
1.4
1.5
0.1
0.2
0.3
2.2
© D A Deeks University of Sunderland 1997-2005. All rights reserved.
framework of stages & steps
PISO® 2005
PISO® and strategic objectives ...
originate within an improvement area
developed through stakeholder consensus
converted into operational objectives, then expressed in terms of dfd notation
drive the strategic re-logicalisation process
crucial - the core of PISO®’s approach
refer section 1 p 7-8, 10-11refer section 1 p 7-8, 10-11
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
GP Receptionist
1
GP 2
Maintain GP Appointments
Authorise referral to hospital
GP Appointment request GP appointment date GP appointment request
Referral letter details
*
Patient
a
*
GP appointment date
Referral request
GP Appointment Diary D1
Out-patient recep 3
Process referral letter receipt *
Referral letter
*
Consultant surgeon 4
Allocate appointment date
Patient Admin System D3 Referral letter details
Receipt-dated referral letter
Out-patient recep 5
Book appointment
*
Appointment-dated
referral letter
Out-patient Module D4 Referral & appointment details
Available dates
Patient Records M2
Appointment letter
Medical records 6
Prepare case notes for clinic
*
Appointment-dated
referral letter
Appointment-dated referral letter
Out-patient recep 7
Administer appointment *
Patient case notes
One-week-out ‘pulling list’
Consultant surgeon 9
Conduct consultation
*
Appointment letter Appointment details
Procedure request
M3 Patient case notes with consent form
Clinic Case Notes M3 Patient case notes
Patient case notes
Waiting list outcome details
Medical secretary 10
Process ‘Out-patient decision’ letter
*
Waiting list outcome form
‘Out-patient decision letter’ details
GP Receptionist 11
Record referral details
*
‘Out-patient decision’ letter
GP Patient Database D2
Out patient decision details
GP Patient Database D2
Waiting list officer 12
Maintain waiting list
*
Waiting list card
Waiting List Box M5
Waiting list card details Waiting List Diary M4 Waiting list card
Nurse co-ordinator 13
Confirm ‘to-come-in’ date and details *
‘Confirm waiting list’ letter
‘To-come-in’ date
Waiting list card
Theatre Diary M6 ‘To-come-in’ date
Theatre date
Service co-ord 14
Process ‘to-come-in’ letter
*
‘To-come-in’ letter ‘To-come-in’ date
Patient case notes
Patient case notes
Clinic nurse 8
Conduct clinic
*
Referral consent
Procedure consent
* Selected date
Referral Letters folder M1 Receipt-dated referral letter
Appointment-dated referral letter
Patient case notes with consent form
Clinic Case Notes Patient case notes with consent form
Patient Records M2 Patient case notes with consent form
… all data flow diagrams use the same four elements
The four ‘elements’ that make up dfds
Whether complicated ... or simple...
TELESALES
Telephone
PROSPECTIVE
a
2
M1
SALES FLOOR
Speak with
1 Product/service info
MAILOUTS
3
'PHONE DIRECTORY M2
'Phone no.
M1
PROSPECTIVE CLIENT M3
Address prospective client
prospective client
prospective client
Product/service info
Product / service
info
Product / service
info
Product/service info
Product/service info
LIST
PRODUCT/SERVICE INFO
PRODUCT/SERVICE INFO
CLIENT
1 Processes
2 Data stores
3 External entities
4 Data flows
refer section 1 p13-refer section 1 p13-1414
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
SYSTEM BOUNDARY
Information provider
a
Information I provide Information
recipient
b
Information exchanger
c
Information I use
Information I use
Information I provide
The four ‘elements’ that make up dfds
3 An External Entity is a person or place holding information outside the system that the process uses or provides
Data I use M1
M2
DATA I NEED
DATA I PROVIDE
M3 DATA I MAINTAIN
Data I provide
Data I use
Data I provide
2 A Data Store is ‘data at rest’ within the system that the process uses, provides or maintains. ‘M’ indicates manual, physical data. (‘D’ indicates computer-based data).
4 A Data Flow shows the data that flows between the processes and the other elements
Note: ‘INFORMATION is DATA that has been PUT INTO CONTEXT’
1 A Process is something that is done by a person or place within the system
ME
Do my job
1
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
SYSTEM BOUNDARY
ME
ME
Do this part of my job
ME
Do the other part of my job
Do that part of my job
1
2
3
A ‘system’ is one or more processes, fulfilling a need
• It may involve just one person ...
Data I use M1
M2
DATA I USE
DATA I PROVIDE
M3 DATA I MAINTAIN
Data I provide
Data I use
Data I provide
Information provider
a
Information I provide
Information recipient
b
Information exchanger
c
Information I use
Information I provide
Information I provide
Information I use
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
A ‘system’ is one or more processes, fulfilling a need
• or it may involve a number of people.
Such ‘whole system’ diagrams are called ‘level 1’ dfds
SYSTEM BOUNDARYData this person
uses M1
M2
DATA THEY USE
DATA THEY PROVIDE
M3 DATA THEY MAINTAIN
Data that person provides
Data the other person uses
Data the other person provides
Data that person uses
Information provider
a
Info this person provides
Information recipient
b
Information exchanger
c
Info this person uses
Info the other person provides
Info that person uses
Info that person provides
THAT PERSON
THIS PERSON
Do their job
THE OTHER PERSON
Do their job
Do their job
1
2
3
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
SYSTEM BOUNDARYData this person
uses M1
M2
DATA THEY USE
DATA THEY PROVIDE
M3 DATA THEY MAINTAIN
Data that person provides
Data the other person uses
Data the other person provides
Data that person uses
Information provider
a
Info this person provides
Information recipient
b
Information exchanger
c
Info this person uses
Info the other person provides
Info that person uses
Info that person provides
THAT PERSON
THIS PERSON
Do their job
THE OTHER PERSON
Do their job
Do their job
1
2
3
If a process is considered to be showing sufficient detail …
A ‘system’ is one or more processes, fulfilling a need
*
*
… an asterisk is used to indicate this. refer section 1 p refer section 1 p 14,1514,15
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
SYSTEM BOUNDARY
A ‘system’ is one or more processes, fulfilling a need
Processes where more detail is required (i.e. without an asterisk) …
*
Data this person uses M1
M2
DATA THEY USE
DATA THEY PROVIDE
M3 DATA THEY MAINTAIN
Data that person provides
Data the other person uses
Data the other person provides
Data that person uses
Information provider
a
Info this person provides
Information recipient
b
Information exchanger
c
Info this person uses
Info the other person provides
Info that person uses
Info that person provides
THAT PERSON
THIS PERSON
Do their job
THE OTHER PERSON
Do their job
Do their job
1
2
3
*
… are analysed further, using a ‘level 2’ dfd…
refer section 1 p15refer section 1 p15
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
SYSTEM BOUNDARY
Do this part of my job1
ME
ME
Do this bit of this part of my job
Do that bit of this part of my job
1.1
1.2 Shared data I use M1 DATA I USE
Information provider
a
Information recipient
b
Information I use
Information I provide
M1 D1/1
MORE DATA I USE
My own data I use
refer section 1 p15refer section 1 p15
… and often ‘secret data stores’.
A ‘system’ is one or more processes, fulfilling a need
… unearthing sub-processes …
refer section 6 p21refer section 6 p21
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
When the level 1 dfd covers several departments, each department should be represented by one level 1 process box.
1
When the level 1 dfd represents one sub-sectioned department, each sub-section (which may be only one person) should be represented by one level 1 process box.
2
• Greatly assists further analysis
• Based upon the following guidelines ...
refer section 1 p16refer section 1 p16
When the level 1 dfd represents one ‘multi-skilled’ department or individual, each function should be represented by one level 1 process box.
3
The ‘one process per functional area’ rule
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Customer
Sales Office
Make out BQ1
a 1
Specification
BQ1(1) M1
BQ1(1)
*
*
Design Office
Produce drawing
2
Materials Office
Price materials
3
BQ1(1)
BQ1(2) + drawing + materials spec and materials spec
Production Office 4
M2
M3
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
Add labour costs
*
*
*
M7 Labour Rates File Labour costs
Materials Catalogue M6 Materials costs
PISO® step 2.2 - Preparing alevel 1 current physical dfd
… It is then sent to the Design Office who produce the drawing and material specifications and send this with a partially complete BQ1 to the Materials Office. They price up the material needed using their Material Catalogue and add this detail to the BQ1 before passing it to the Production Office. Here the required labour is estimated and, using the labour rates held in the Labour Rates File, the estimate is added to the BQ1. ...
Customers send to Marine Construction a specification of the boat they want built. The Sales Office use this detail to make out a special form, BQ1, that includes the customer specification as well as a deadline date for the quote to be ready. ...
… the ‘system walkthrough’ approach 1 note what happens2 draw a level 1 process for it
refer section 2 p2-refer section 2 p2-33
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Design Office
Produce drawing
2
Materials Office
Price materials
3
BQ1(1)
BQ1(2) + drawing + materials spec and materials spec
Production Office 4
M2
M3
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
Add labour costs
*
*
*
M7 Labour Rates File Labour costs
Materials Catalogue M6 Materials costs
Customer
Sales Office
Make out BQ1
a 1
Specification
BQ1(1) M1
BQ1(1)
*
*
PISO® step 2.2 - Preparing alevel 1 current physical dfd
Order b
Processing Dept
Quotes File M5
Sales Office
Add mark -up and
5
Process
6 Sales Office
prepare quotation BQ1(completed) + quotation (copy2) + drawing + mat spec
BQ1(completed)
+ quotation (copy2)
+ drawing + materials spec letter of intent BQ1(completed)
+ drawing + materials spec
+ quotation (copy2)
Letter of intent
M4
BQ1(4) + drawing
+ materials spec
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
*
*
Quotation (copy 1)
… The BQ1 is now returned, with the drawings and specifications, to the Sales Office who complete it by adding on an appropriate mark-up by reference to the Sales Manager. Using the now complete BQ1 two copies of a formal quotation are prepared. One copy is sent to the customer and the other is filed with the BQ1, drawing and materials specification in the Quotes File. If and when the customer sends a letter of intent the relevant BQ1, copy of the quote, drawing and materials specification are retrieved from the Quotes File and sent to the Order Processing System.
… but is our diagram ‘one process per functional area?’
NO!!
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Remember the ‘one process per functional area’ rule?
When the level 1 dfd covers several departments, each department should be represented by one level 1 process box.
1
When the level 1 dfd represents one sub-sectioned department, each sub-section (which may be only one person) should be represented by one level 1 process box.
2
• greatly assists further analysis
• based upon the following guidelines ...
When the level 1 dfd represents one ‘multi-skilled’ department or individual, each function should be represented by one level 1 process box.
3
Marine Constructionrefer section 2 refer section 2
p4p4
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
From ‘walkthrough’ level 1 dfd ...
Customer
Sales Office
Make out BQ1
a 1
Specification
BQ1(1) M1
BQ1(1)
*
*
Order b
Processing Dept
Quotes File M5
Sales Office
Add mark-up and
5
Process
6 Sales Office
prepare quotation BQ1(completed) + quotation (copy2) + drawing + mat spec
BQ1(completed) + quotation (copy2) + drawing + materials spec letter of intent
BQ1(completed)
+ drawing + materials spec
+ quotation (copy2)
Letter of intent
M4
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
*
*
Design Office
Produce drawing
2
Materials Office
Price materials
3
BQ1(1)
BQ1(2) + drawing + materials spec and materials spec
Production Office 4
M2
M3
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
Add labour costs
*
*
*
M7 Labour Rates File Labour costs
Materials Catalogue M6 Materials costs
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(4) + drawing + materials spec
*
*
*
*
M5
Quotes file
BQ1(completed) + quotation (copy 2) + drawing + materials spec
BQ1(completed) + quotation (copy 2) + drawing + materials spec
M7
Labour Rates File
Labour costs
Materials Catalogue
M6
Materials costs
BQ1(2) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
refer section 6 p15-refer section 6 p15-1616
refer section 2 p3-4refer section 2 p3-4
… to ‘one process per functional area’.
But are we showing sufficient detail? - do we need to expand any processes to level 2?
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drwng + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(3) + drawing + materials spec
BQ1(4) + drawing + materials spec
*
From initial ‘one process perfunctional area’ level 1 dfd …
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(4) + drawing + materials spec
*
*
*
*
M5
Quotes file
BQ1(completed) + quotation (copy 2) + drawing + materials spec
BQ1(completed) + quotation (copy 2) + drawing + materials spec
M7
Labour Rates File
Labour costs
Materials Catalogue
M6
Materials costs
BQ1(2) + drawing + materials spec
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
… to refined version, awaiting expansion
of processes 1, 3 & 4 refer section 2 p4-5refer section 2 p4-5
• Datastores M5, M6, M7: removed each used by only one process (‘secret’ to that process) will ‘reappear’ at level 2, with new numbers
• Processes 1, 3 and 4: asterisks removed
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
From level 1 of whole ‘system’ … … to level 2 of one process (process 1)
refer section 2 p5-refer section 2 p5-88
Customer
Deal with customer
Order
a
b
Processing Dept
1
Sales Office
Process
1.3
Specification BQ1(1)
BQ1(4) + drawing
+ drawing + materials spec
BQ1(completed) + quotation (copy2)
Letter of intent
+ materials spec
Sales Office 1.1
Make out BQ1
Sales Office 1.2
Add mark-up and prepare
quotation
letter of intent
Quotation (copy 1)
M1/1 Quotes File
BQ1(completed) + quotation (copy2) + drawing + materials spec
BQ1(completed) + quotation (copy2)
+ drawing + materials spec
*
*
*
M1 BQ1(1)
M4 BQ1(4) + drawing + materials spec
• Process description at top of process box• M5 Quotes File now M1/1 to indicate ‘ownership’
by process 1 (others would be M1/2, M1/3 etc)
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drwng + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(3) + drawing + materials spec
BQ1(4) + drawing + materials spec
*
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Remove physical ‘carriers’ of data (documents, telephone calls etc) – and identify the actual data required by the recipient of the data
Data flows
Remove data duplication – i.e. where it is known that there is a significant overlap in the actual data held by two or more data stores
Remove or rename data stores that hold physical documents
Data stores
Remove people and places
Change ‘experts’ into external entities – i.e. to indicate where human attributes such as authority, subjective judgement etc are required by the system
Remove processes that simply move data around – i.e. where a process exists purely to move physical data, or sort it, etc
Processes
• Existing system ‘one process per functional area’ physical dfd used as basis
• Dfd elements considered as follows …refer section 3 p3refer section 3 p3
Guidelines for logicalising for systems efficiency
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
In a logicalised dfd ...
… are removed if they simply file data, or purely move it around in any way
File Materials Cost Forms
4Cost Clerk
… have no people or places.Process Materials
Cost Forms
2Cost Clerk 2
✓Process Materials
Cost Forms
Processes
Determine Materials
Costs
3 … may result in new external entities.
Materials Manager
✓
Request for costs expertise
Costs expertise
If someone who provides subjective judgement is removed from a process they are considered an ‘expert’ and become an external entity, with dataflows indicating their expertise requested and provided
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
… and there are usually fewer dfd ‘levels’
D1Customer DetailsM1Customer Folder
M2Customer Box File
… are as few as possible✓
… are all designated ‘D’, and renamed to ignore any physical carriers of the data
Data stores
Account application form
Account application details
Data flows
… do not indicate what physically carries the data, but only the specific data required by the recipient.
✓✓
Account applicant number
In a logicalised dfd ...
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
From physical ...
(levels 1 and 2)
to logical ...
Price Materials 3
Cost materials
3.4
3.1
Check materials
Materials Office 3.2
Obtain price from Bought Ledger
and add to BQ1
Materials Office
against stock card index
M3/1 Stock Card Index
Stock details
Part numbers (sufficient stock)
Materials Office 3.3
Obtain price from Materials Catalogue
Part numbers (insufficient stock)
M3/2 Materials catalogue M3/3 Bought Ledger
Prices Prices
Materials Office
Part nos & Prices
Part nos & Prices
* *
*
*
+ drawing BQ1(2) + materials specn
+ drawing + materials spec
BQ1(2)
M2
BQ1(2) + drawing + materials spec
+ drawing + materials spec
BQ1(3)
M3
BQ1(3) + drawing + materials spec
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(3) + drawing + materials spec
BQ1(4) + drawing + materials spec
* Design
Office
Convert customer requirements into design & materials
details
1
Determine materials costs
2
3
Design and materials details
Standard Costs Standard Material costs
Materials costs
Determine labour & equipment
costs
Standard Labour & equipment costs
4
Process quotation
Design and materials details
Labour and equipment costs
Total Cost details
Mark-up
Quotation details
Production
c
Office Work schedule details
Sales Manager
d
Order Processing Dept
e
Customer
a
Total Cost details
Mark-up details
Quotation details
Quotation details
Order confirmation
New/Updated Customer requirements
Existing Customer requirements
Customer requirements
Design and materials details
Design and materials details
Customer Details D1
Customer Details D1
D2
*
*
*
*
Customer
b
a
Design and materials details
New/Updated Customer requirements
(level 1)
refer section 3 p4-refer section 3 p4-66
refer section 6 p16-refer section 6 p16-1717
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Remove physical ‘carriers’ of data (documents, telephone calls etc) – and identify the actual data required by the recipient of the data
Data flows
Remove data duplication – i.e. where it is known that there is a significant overlap in the actual data held by two or more data stores
Remove or rename data stores that hold physical documents
Data stores
Remove people and places
Change ‘experts’ into external entities – i.e. to indicate where human attributes such as authority, subjective judgement etc are required by the system
Remove processes that simply move data around – i.e. where a process exists purely to move physical data, or sort it, etc
Processes
• Existing system ‘one process per functional area’ physical dfd used as basis
• Dfd elements considered as follows …refer section 3 p3refer section 3 p3
Guidelines for logicalising for systems efficiency
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
In a logicalised dfd ...
… are removed if they simply file data, or purely move it around in any way
File Materials Cost Forms
4Cost Clerk
… have no people or places.Process Materials
Cost Forms
2Cost Clerk 2
✓Process Materials
Cost Forms
Processes
Determine Materials
Costs
3 … may result in new external entities.
Materials Manager
✓
Request for costs expertise
Costs expertise
If someone who provides subjective judgement is removed from a process they are considered an ‘expert’ and become an external entity, with dataflows indicating their expertise requested and provided
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
… and there are usually fewer dfd ‘levels’
D1Customer DetailsM1Customer Folder
M2Customer Box File
… are as few as possible✓
… are all designated ‘D’, and renamed to ignore any physical carriers of the data
Data stores
Account application form
Account application details
Data flows
… do not indicate what physically carries the data, but only the specific data required by the recipient.
✓✓
Account applicant number
In a logicalised dfd ...
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
From physical ...
(levels 1 and 2)
to logical ...
Price Materials 3
Cost materials
3.4
3.1
Check materials
Materials Office 3.2
Obtain price from Bought Ledger
and add to BQ1
Materials Office
against stock card index
M3/1 Stock Card Index
Stock details
Part numbers (sufficient stock)
Materials Office 3.3
Obtain price from Materials Catalogue
Part numbers (insufficient stock)
M3/2 Materials catalogue M3/3 Bought Ledger
Prices Prices
Materials Office
Part nos & Prices
Part nos & Prices
* *
*
*
+ drawing BQ1(2) + materials specn
+ drawing + materials spec
BQ1(2)
M2
BQ1(2) + drawing + materials spec
+ drawing + materials spec
BQ1(3)
M3
BQ1(3) + drawing + materials spec
Customer
Sales Office
Order
Deal with customer
a
b
Processing Dept
1
Design Office
Produce drawing
2
Materials Office
Price materials
3
Specification
and materials specn
Production Office
Add labour costs
4
BQ1(completed) +quotation (copy 2) + drawing + materials spec
Quotation (copy 1)
Letter of intent
M4
BQ1(4) + drawing + materials spec
BQ1(4) + drawing + materials spec
M3
BQ1(3) + drawing + materials spec
BQ1(3) + drawing + materials spec
M2
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
BQ1(2) + drawing + materials spec
M1
BQ1(1)
BQ1(1)
BQ1(1)
BQ1(3) + drawing + materials spec
BQ1(4) + drawing + materials spec
* Design
Office
Convert customer requirements into design & materials
details
1
Determine materials costs
2
3
Design and materials details
Standard Costs Standard Material costs
Materials costs
Determine labour & equipment
costs
Standard Labour & equipment costs
4
Process quotation
Design and materials details
Labour and equipment costs
Total Cost details
Mark-up
Quotation details
Production
c
Office Work schedule details
Sales Manager
d
Order Processing Dept
e
Customer
a
Total Cost details
Mark-up details
Quotation details
Quotation details
Order confirmation
New/Updated Customer requirements
Existing Customer requirements
Customer requirements
Design and materials details
Design and materials details
Customer Details D1
Customer Details D1
D2
*
*
*
*
Customer
b
a
Design and materials details
New/Updated Customer requirements
(level 1)
refer section 3 p4-refer section 3 p4-66
refer section 6 p16-refer section 6 p16-1717
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
e.g. ‘Create boats that meet a customer’s expectations first time, without modification’
e.g. ‘Create boats that meet a customer’s expectations first time, without modification, by allowing customers on-going involvement in the quotation process’
Developing objectives
e.g. ‘Improve patient access to a theatre slot for a vasectomy under local anaesthetic by way of a direct booked admission’
1 Step 1.1: Identify initial strategic objective(s)
‘Ensure patient kept fully informed and involved in process’ …
e.g. ‘Improve patient access to a theatre slot for a vasectomy under local anaesthetic by way of a direct booked admission’ …
‘Reduce waiting time for surgery’ …
‘Make more efficient use of theatre slots’
refer section 4 refer section 4 p2p2
refer section 6 refer section 6 p18p18
2 Step 1.2: Identify further stakeholders, & analyse involvement
refer section 6 refer section 6 p18p18
refer section 4 refer section 4 p2p2
3 Step 1.3: Refine strategic objectives
refer section 6 refer section 6 p24p24
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
e.g. ‘Create new customer liaison function’ …
Developing objectives
e.g. ‘Provide one-stop appointment at GP surgery with successful outcome of booked date and time on theatre slot’ …
4 Step 1.4: Establish operational objectives
refer section 6 p18refer section 6 p18
refer section 4 p2refer section 4 p2
‘Automatically provide customer liaison function with up-to-date information regarding quotation progress’ …‘ALL customer enquiries to be dealt with by customer liaison function’
‘Reduce number of non-attenders for surgery by ensuring consent/agreement of patient regarding appointment date and time’ …‘Reduce waiting time for surgery by freeing up consultants from clinic consultations’ …
‘Provide up-to-date ‘procedure’ information, to be given to patient at time of booking’
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
‘Data flows to/from customers to be improved/increased’ …
Developing objectives
e.g. ‘Minimise number of processes involving patient’ …
5 Step 1.5: Define operational objectives in terms of dfd notation
‘Data flows to/from customers to only contact customer liaison process’ …
‘Include process(es) and dataflows indicating theatre booking and update during GP appointment’ …
e.g. ‘Introduce customer liaison process’
‘Data stores of up-to-date quotation details to be maintained by all stages of quotation process and accessible by customer liaison process’ …
‘Data stores of up-to-date customer queries/responses to be maintained by customer liaison and accessible by all quotation processes’ …
‘Customer liaison process to have direct data flows to all datastores maintained by the quotation processes’
‘Include process(es) and datastore(s) indicating patient consent to procedure and agreement with booking date and time, during GP appointment’ …
‘Include datastore of patient information’
‘Include process(es) and dataflow(s) indicating provision of ‘procedure’ information to patient, during GP appointment’ …
refer section 6 p18refer section 6 p18refer section 4 p3refer section 4 p3
‘Ensure data flows to and from patient indicate consent to procedure during GP appointment’ …
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Logicalising to meet strategic objectives
1 Step 1.1: Identify initial strategic objective(s)
2 Step 1.2: Identify further stakeholders, and analyse involvement
4 Step 1.4: Establish operational objective(s)
5 Step 1.5: Define operational objective(s) in terms of dfd notation
6 Step 3.1: Reshape the current logical dfd by considering in turn each objective from (5) above as follows … If answer = YES:
Modify or delete the component to meet the objective
Question:
Might this objective have implications for any existing dfd component ?
Question:
Might this objective require one or more new dfd component ?
If answer = YES:
Introduce new component(s) to meet the objective
refer section 4 refer section 4 p4p4
3 Step 1.3: Refine strategic objective(s)
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
efficiency objectives
Strategic objectives that emphasise efficiency aspects (e.g. time or cost saving, getting rid of duplication of effort) tend to be the commonest and ...
… typically result in an outcome with fewer processes / dataflows / datastores than the original system. Pontefract is such an example.
Strategic objectives that emphasise quality aspects (e.g. extra controls or checks) …
… typically result in elements being added, whilst also automatically addressing efficiency aspects. Marine Construction is such an example.
Outcomes from efficiency and quality objectives
quality objectivesrefer section 6 p17-refer section 6 p17-
1919
NOTE: before ADDING a process to check/verify output from another process, establish whether THAT process might be improved to send the right output in the first place!!
refer section 4 p3-refer section 4 p3-55
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Design Office
Convert customer requirements into design & materials
details
1
Determine materials costs
2
3
Design and materials details
Standard Costs Standard Material costs
Materials costs
Determine labour & equipment
costs
Standard Labour & equipment costs
4
Process quotation
Design and materials details
Labour and equipment costs
Total Cost details
Mark-up
Quotation details
Production
c
Office Work schedule details
Sales Manager
d
Order Processing Dept
e
Customer
a
Total Cost details
Mark-up details
Quotation details
Quotation details
Order confirmation
New/Updated Customer requirements
Existing Customer requirements
Customer requirements
Design and materials details
Design and materials details
Customer Details D1
Customer Details D1
D2
*
*
*
*
Customer
b
a
Design and materials details
New/Updated Customer requirements
Customer
Order
a
e
Processing
Dept
1
Progress
2
quotation
Quotation details
Order confirmation
Design
b
Liaise with
Customer requirements
Total cost details
D2 Standard Costs
Standard Labour, Material and Equipment Costs
D1 Customer Details
Production
Office
Customer requirements
Quotation details
Mark-up details Sales
Manager
Office
Design and materials details
Work schedule details
Quotation details
customers
c
d
Customer requirements
Design & Materials details
Design & Materials details
Total Cost details
Order confirmation
Customer requirements
Mark-up details
Quotation details
Quotation query
Response to quotation query
Quotation query Response to quotation query
*
*
Logicalising to meet strategic objectives
from ‘systems efficiency’…
… to ‘strategic objectives’
refer section 4 p3-refer section 4 p3-44
refer section 6 p17-refer section 6 p17-1919
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Creating ‘proposed system’ physical dfds
More than one proposed system? ...
Any guidance in the strategic objective? – e.g. …
refer section 5 p2-refer section 5 p2-33
• ‘… to a maximum cost of …’
• ‘… ensuring minimum disruption in the short term’
• otherwise, common to give two or three alternatives e.g. …
If strategic objective very specific, only one solution may be appropriate
… quick and easy short-term ‘fix’
… comprehensive long-term solution
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Creating ‘proposed system’ physical dfds
1 Two fundamental organisational questions ...
2 … which translate into the following dfd questions
• Which person/department will do this?
• How will it physically be made to happen?
• Is it necessary to re-introduce any physical documents/MManual datastores?
• e.g. ‘official’ documents, pre-printed leaflets, forms for signature etc.
• Do computer DDatastores indicate new computer facilities needed?• may be appropriate to have a short-term version with them MManual
refer section 5 p2-refer section 5 p2-33
• Will existing job functions/departments undertake a process, or are new ones needed?• Have any existing job functions/departments become unnecessary to this system?
• Do any ‘expert’ external entities need to be re-instated within processes?
• people whose authority/judgement is, after all, necessary to the system• consider carefully before giving them back all parts of their old process(es) – some aspects may be better covered by other staff?
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
From ‘strategic objective’...
Customer
Order
a
e
Processing
Dept
1
Progress
2
quotation
Quotation details
Order confirmation
Design
b
Liaise with
Customer requirements
Total cost details
D2 Standard Costs
Standard Labour, Material and Equipment Costs
D1 Customer Details
Production
Office
Customer requirements
Quotation details
Mark-up details Sales
Manager
Office
Design and materials details
Work schedule details
Quotation details
customers
c
d
Customer requirements
Design & Materials details
Design & Materials details
Total Cost details
Order confirmation
Customer requirements
Mark-up details
Quotation details
Quotation query
Response to quotation query
Quotation query Response to quotation query
*
*
to ‘recommended system’
Customer
Order
a
e
Processing Dept
1
Progress
2
quotation
Quotation/spec/drawing
Letter of intent
Design
b
Liaise with Initial customer specification
Total cost details
D2 Standard Costs Standard Labour, Material and Equipment Costs
D1 Customer Details
Production
Office
Updated customer specification
Quotation details
Updated quotation Sales Manager
Office
Design and materials details
Work schedule
Quotation details
customers
c
d
Initial customer specification
Design & Materials schedule
Design & Materials schedule
Quotation
Order confirmation
Customer requirements
Mark-up details
Quotation details
Quotation query
Response to quotation query
Quotation query
Response to quotation query
*
*
M1 Specifications/drawings
Specification/drawing
Specification/drawing
Initial customer specification
Estimating Dept
Initial customer specification
Updated customer specification
Quotation
Quotation
Customer requirements
Updated Quotation M2 Quotations & Letters of intent
M2 Quotations & Letters of intent
Letter of intent
Customer Liaison Updated customer specification
Updated customer specification
Order confirmation details
Order confirmation details
• physical places – i.e. people / departments
• physical data carriers – i.e. documents etc.
refer section 5 p2-refer section 5 p2-33
refer section 6 p19-refer section 6 p19-2121
PISOPISO®®Process Improvement for Strategic Objectives© D A Deeks University of Sunderland 2005
Identify general area requiring
improvement
Establish initial improvement area (‘system’) boundary
Logicalise dfd(s) for strategic objective(s)
Analyse and resolve any conflicts between strategic objectives
Prepare physical dfd(s) of proposed
system(s)
Gather information about current system, and confirm boundary
Prepare physical dfd(s) of
current system
Logicalise dfd(s) for systems efficiency
2.1
2.3
3.3
3.2
3.1
stage 0 identify area requiring improvement
stage 1
develop objectives
stage 2 analyse current system
stage 3 design proposed system(s)
(initial framework developed by H M Edwards, 1997)
Identify initial stakeholders to conduct project
Identify initial strategic objective(s)
Identify further stakeholders, and
analyse involvement
Refine strategic
objective(s)
Establish operational objectives
Define operational objectives in terms of
dfd notation
1.1
1.2
1.3
1.4
1.5
0.1
0.2
0.3
2.2
© D A Deeks University of Sunderland 1997-2005. All rights reserved.
framework of stages & steps
PISO® 2005
Physical dfd(s) of current system
PISO® dfd(s)
Logical dfd(s) of current system (‘systems efficiency’)
Logical dfd(s) of proposedsystem (strategic objectives’)
Physical dfd(s) of proposedsystem