Process Simulation:
Bringing Process Maps to Life…
1
Commonly Applied Process Analysis Tools
1. Process Mapping
Good for:
But limited by:
Showing what happens
Little view of cycle time or volumes
In what sequence
Representing a static view
Who is involved
2. Value Stream Mapping
Good for:
But limited by:
Identifying bottlenecks in
process flow
Usually based on average flows /
average WIP
Giving an overall picture of
the process
Managing variation in demand /
capacity
Establishing cycle times,
value to non-value add %
Shared resources
2
Process Simulation / Modelling
1
Mapping the process:
 Standard process mapping (generally in a simplified fashion)
2
Modelling the process:
 Introducing ‘live’ or ‘dynamic’ entities into the system
 Adding processing rules (e.g. cycle time, decision paths, resourcing etc)
3
Simulating the process:
 Running multiple experiments / amending variables as required
 Visually displaying the process flow
4
Analysing the process:
 Measuring key outcomes (e.g. cycle time, resource utilisation, WIP build-up)
3
Simulation Features
Replicating variability:
– Demand
– Processing / Cycle Times / Wait Times
Adjusting capacity / resource throughout a replication:
– Increase & decrease staff numbers or machines across the day / week
– Include staff breaks into available resource calculations
Apply ‘logic’ to replicate & randomise decision making
– ‘If product = X, then do steps B & C, otherwise direct to D’
– ‘If staff member is new then processing time 25% longer, or must
escalate to a supervisor for quality check’
Experiment at will:
– Adjust numbers as & when you want…by as much or as little as you
want…
4
Case Study: Simulation Example
5
The Back-story…
If only
there
was
another
option
6
Nearing Launch Day…
Start-Up To Do List:

New logo & slogan

Premises arranged

Supplies & Licensing

How many staff…working
what hours…???
Option A
• Trial & error
Option B
• Simulate that
chicken!
7
Simulation Model
x Staff
$15 p.h.
T(1,2,3) min
FrontDoor
Queue
Custome
rs
Place Order
Alcohol
10s
No 30%
Counter
Staff
Submit Order
10s
Yes 70%
T(1,2,4) min
Yes
Age Check
Over18
80%
30s
Custom er Arrivals
Prepare Order
20% No
Cook
x Staff
$20 p.h.
160
Amend order
120
80
60s
40
1111:15pm
10-11pm
8-10pm
6-8pm
4-6pm
2-4pm
12-2pm
0
 Step 1: Map the Process
 Step 2: Add the ‘dynamic variables’
 Step 3: Run the simulation(s)
 Step 4: Analyse outcomes
8
Simulation Runs
Run
A
B
C
D
E
F
G
H
I
J
K
Counter (all day / evening)
3
3
3/2
3/2
3/2
2/2
2/2
4/2
3/1
3/1
5/1
Cooks (all day / evening)
2
3
2
2/1
2/1
2/1
2/1
3/1
3/1
2/1
4/1
Queue Max
48
48
16
14
9
25
50
6
23
28
8
Queue End
23
25
0
0
0
0
8
0
0
0
0
Counter Utilisation %
84
83
73 / 55
72 / 54
74 /68
95 / 84
100/100
59 / 42
76 / 70
80 / 75
52 /36
Cook Utilisation %
63
42
68
60 / 39
62 / 54
59 / 43
60/52
43 / 18
43 /16
59 / 36
34/4
C/T (mins): Alcohol
20
19
13
9
9
22
37
8
11
13
8
C/T (mins): Dry
20
18
11
8
7
20
36
6
10
12
6
C/T (mins): Underage
17
18
13
10
10
23
36
9
14
15
9
$978
$1,208
$1,143
$1,253
$1,153
$1,080
$980
$1,655
$1,400
$1,170
$1,975
n/a
n/a
6-11.30
6-11.30
8-11.30
6-11.30
8-11.30
6-11.30
6-11.30
6-11.30
6-11.30
Staff Costs
NightShift hrs
Critical to Quality Factors:
•
Max customers waiting at any time less than 12
•
Keep end to end cycle times at 10 mins or less
•
Daily Staff costs below $1,500
10
“The fool doth think he is wise,
but the wise man knows himself to need a RACI”
William Shakespeare
“As You Like It” Act 5, Scene 1
11
The Traditional RACI
Tasks
Boris
Doris
Gladys
RA
O
C
R
AC
Shop for ingredients
RA
AD
O
SC
C
R
C
Practice meal
RA
AD
O
CI
SI
R
I
I
Prepare meal
RA
Determine budget
Determine style of cuisine
Mavis
CI
S
Common variants: RASCI, RACIO, RACID
12
Diagnostic RACI
Exposing variation
where you expect
consensus
Exposing lack of
end-to-end
understanding
• Is there agreement on As?
• Are communications
consistent?
• Are tasks assigned to people
or roles?
• Is there agreement on As?
• Is everything being done?
• Is there clear definition of
when handovers occur?
• Is there duplication?
13
Diagnostic RACI
•
Select activities
for RACI
(process
maps,
SIPOC,
Call Centre
Team Leader
CSR
Floor Walker
CC Ops Team
Manager
Business Owners)
R A C I R A C I R A C I R A C I R A C I R
18
Provide active support for team building
19
Determine actions to address gaps in day-today performance
20
Provide inputs to team leader meetings
21
22
•
3
1
Fail
8
Ensure understanding
4 5 2 0 9 4of
0 terms
0 2 0 4by
6 participants
0 0 2 3 1 0 3
2
2
0
3
1
1
0
4
1
Pass
9
1
0
6
0
1
0
4
0
1
0
Pass
9
4
3
0
0
4
1
0
0
4
1
Pass
11
3
2
0
0
0
1
1
1
0
4
6
1
0
•
Ensure forms1 are
completed independently
8 1 2 10 3 0 0 0 0 9 7 0 0 2 0 0 0
•
Collate
Identify and address non-performance issues
with staff
Work with Leadership Development
programme attendees
2
6
2
2
9
0
1
0
1
0
2
5
0
0
2
3
0
0
0
3
8
6
0
1
1
1
0
5
Fail
13
0
7
0
1
4
2
2
2
10 0
0
0
4
0
1
2
3
1
2
3
1
2
2
3
1
2
2
3
Fail
14
0 9 1 2 10
Define “Consensus”
2
1
2
0
0
3
5
9
1
2
1
0
0
1
1
0
3
3
0
0
0
4
1
Fail
15
23
Answer calls
24
Answer escalated calls
25
Process custoemr requests
26
Distribution of work to Support Services
•
mean A
0
1
7
8<A<12
5
0
3
I
0
1
0
C
1
1
2
A
0
0
0
R
5
10 0
1
I
0
0
9
C
1
0
0
A
1
9
2
Quality
3
2
6
Trainer
0
4
0
0
5
1
1
2
9
0
0
0
7
1
2
0
0
0
2
2
0
4
3
0
0
3
4
2
Fail
13
0
6
0
0
4
0
3
0
3
0
1
3
9
0
1
0
0
2
3
3
0
0
1
2
0
0
0
2
Fail
8
•
No. of cells >7 in column 0
5
0
0
15 0
2
0
2
0
2
6
3
0
0
0
0
0
0
0
6
2
0
0
4
1
0
0
Share with management
1 17 2 1 8 2 2
2
0
0
6
14 4
0
4
2
4
1
2
2
4
8
4
1
4
2
9
1
•
Formulate plan, future state RACI
•
Take back to participants
•
Analyse
Confusion
14
#
Core Function
1
Sales Skills
5
Trainer
Sales Support
Sales staff
Sales manager
Coach
Regional Manager
Group Manager
Funtion/
Function Detail/Staff #'s
Building
Roles
Area
Details
Preparation for standard presentations
1.1
Preparation for large presentations
1.2
Giving standard presentations
1.3
Giving large presentations
1.4
Cold Calling/visits
1.5
RA
Joining networking groups and attending
1.6
RA RA
Asking for referrals from existing clients
1.7
RA
Attending events
1.8
RA
R
Cultivating leads
1.9
A
R
R'ship building with leadership
1.10
RA
Calling referral sources (e.g. lawyers)
1.11
RA
Researching potential prospects
1.12
ACI R
Provision of compulsory training
5.1
Self-selected personal development - SS
C RA
CI
RA
C RA
CI
RA
R
R
Staff Development
CI
CI
CI
RA
5.2.1
CI
RA CI
Self-selected personal development - Sales
5.2.2
CI RA
Self-selected personal development - SM
5.2.3
Observations of staff performance
5.3
Research developmental opportunities - SS
5.4.1
CI
Research developmental opportunities - Sales
5.4.2
CI RA
Research developmental opportunities - SM
5.4.3
CI
CI
CI RA
CI RA
CI
RA CI
CI
CI RA
15
Building Roles
Sales Manager Duty Sheet
Freq.
The things I need to make sure I do are:
Sales Skills
Preparation for large presentations
Giving large presentations
Audience
Freq.
Sales Skills
Cultivation of leads
Customer Support
Joining networking groups and attending
Education of clients in self-service options
Attending events
Explanation of relationship model to customers
R'ship building with leadership
Proactive customer education
Visiting clients
Reactive customer education
Meeting clients at the office
Staff Development
Self-selected personal development
Observations of staff performance
Research developmental opportunities
Audience
The things I need to make sure get done are:
Staff Development
Team Meetings (info updates)
Peer Observations
Leadership
Entering of leave on the system - SBM, BSS
Drafting development plan
Conducting 1:1s
Coaching sales and service
I can expect to be consulted about and told the outcomes of:
Sales Skills
Read credit bulletins
Preparation for standard presentations
Updates from KAF, Wealth, MMMs, BCs
Giving standard presentations
Reading manuals
Research preparation for client meetings
Reading BB Bulletins
Peer Instruction
Conducting Team meetings
Constructively contributing to Team meetings
Understanding Businesses
Major account control discussions with customers
Staff Development
Provision of compulsory training
16
Sales
Manager
Coaching
Managing
Change
Negotiating
Analysing
Needs
Relationship
Building
Assessing
Risk
Sales
Problem
Solving
Organising
Instructing
Continuous
Improvement
Researching
Accuracy
System
proficiency
Sales
Support
17
Functional Headings
Sales Manager
Sales
Sales Support
Coach
Trainer
Core Skills
Sales Skills
Expert
Core
Developing
Able
Expert
Negotiating
Relationship Building
Analysing Needs
Understanding
Businesses
Expert
Core
Developing
Able
Expert
Assessing Risk
Analysing Needs
Problem Solving
Customer Support
Able
Able
Core
Not
Necessary
Expert
Instruction
Relationship Building
Coaching
Process Compliance
Able
Core
Core
Not
Necessary
Expert
System Proficiency
Organising
Assessing Risk
Expert
Developing
or
Not Necessary
Not
Necessary
Expert
Core
Coaching
Organising
Assessing Risk
Core
Developing
or
Not Necessary
Not
Necessary
Expert
Not
Necessary
Managing Change
Organising
Relationship Building
Staff Development
Leadership
18