STILL USING SOPs, PROCESS FLOW CHARTS, AND SWIM LANE

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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Data Control
2.05.P02
Training
Business
2.04.P03
Request
New/Change
STILL USING SOPs,
PROCESS FLOW CHARTS,
AND SWIM LANE DIAGRAMS?
Seriously?
Review
New/Change
Approve
New/Change
Evaluate
Training
Requirements
Comparing The
Map
to Traditional Alternatives
Archive
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Version
Publish
New/Change
by Don James and Joe Bockerstette
Business Enterprise Mapping, LLC
Communicate
New/Change
Training
Data Control
Introduction
2.05.P02
Business
2.04.P03
The Perigon Map began over 20 years ago as a better way to document business processes. In 1989, Don
James, founder of Business Enterprise Mapping, was hired to set up a production facility in the European
Union. The company’s main customer required that the firm become ISO 9001 certified before they would
take delivery of a single unit. The accepted method for defining quality management systems at that time
was to write Standard Operating Procedures (SOPs). This was an extremely difficult project, with short
timelines, limited resources and long hours. To save time, Don quickly adopted the flowchart, which
allowed him to understand the important aspects of processes before writing the procedure itself. This
helped greatly, the flowcharts were incorporated as appendices, and the company achieved its goals.
Following this experience, Don became determined to find a better way.
In 1993, Don started Business Enterprise Mapping (BEM). He knew from his own experience that there was
a better and faster way to develop a Quality Management System (QMS), achieve ISO registration, and also
add value to the enterprise. After evaluating standard documentation methods, their return on investment,
and the effort required to produce them, he knew that BEM ‘s clients deserved better results than could
be delivered using SOPs, flowcharts, and swim lane diagrams. Now in our twenty-first year, BEM remains
committed to continuously seeking better ways to utilize process maps to develop Business Management
Systems (BMS) and transform client organizations by making workflow simpler, faster, and more valuable.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
The Perigon Method.
The Perigon Method is a proprietary model that was developed through
many trials of hands-on implementation experience and client feedback.
Perigon is a powerful and proven approach that is comprised of four major
components - Delivery, Playbook, Instruction, and Tools.
1. Delivery. Perigon Delivery is a five-phase
implementation methodology that builds a process-based
management system from the ground floor to the
executive suite. Each process map developed and
deployed forms a building block of performance
management and process improvement that is useful,
sustainable and impressive.
2. Playbook. Perigon Playbook is a robust, threedimensional process manual that provides a repository of
all of the knowledge necessary to own, manage, and
continuously improve a process, including task instructions,
responsibilities, and supporting information.
3. Instruction. Perigon Instruction provides a complete
curriculum of hands-on client instruction and skills training
to support the Perigon Method, including courses such as
the Power of Process Development, Power of System
Deployment, Business Process Mapping using Visio, and
Mastering Process Improvement.
4. Tools. Perigon Tools integrates a powerful set of
analytical tools, and uses a library of specialized
templates, symbols, stencils, matrices, icons, instructions
and best practices that enables clients to realize their full
process improvement potential.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Comparing the Perigon Playbook to Traditional Approaches.
The Perigon Playbook was developed to overcome the many weaknesses encountered with previous
methods and approaches.
Standard Operating Procedure (SOP)
An SOP often requires over 40 hours to develop a first draft. SOPs are typically written by documentation
specialists and are not owned by the people who use them. Because of this, they are often forgotten and
stored on a shelf until auditors come along to dust them off. They are very time consuming to develop,
open to interpretation, visually boring, and difficult to maintain and keep updated. The value added content
in SOPs is spread out or hidden amongst the much more prevalent non-value-added narrative. Because
most organizations need hundreds of SOPs, this can add up to substantial wasted effort with
questionable return on investment. When using SOPs, the continuity between processes is inconsistent,
complex and difficult to follow. We often find that companies with SOPs in place are still using Revision
“A”, even though they were written several years earlier, demonstrating that the SOPs have become
stagnant.
Document Number:
SOP-ENG-000369-00
Document Name:
th
Release Date: January 24
, 2010
Engineering Change Procedure
Department: Engineering
Change History: see Page 37
Author: J.W. Smith
Page 1 of 37
Approved by:
1.00 Purpose:
The purpose of the Engineering Change Procedure is to ensure timely changes to all
engineering documentation. This procedure meets ISO 9001 -2008 ( E) standard
requirements section 7.0, specifically 7.3.7 and it also applies to 4.2.4
1.01 References:
1.01.01
1.01.02
1.01.03
1.01.04
1.01.05
1.01.06
1.01.07
1.01.08
1.01.09
1.02 Scope:
This procedure covers all Engineering documentation including CAD drawings, visual
aids, data records, firmware, configuration management, forms, manuals, product
identification, engineering literature, engineering policies, schematics, instructions,
educational, Lab. Books and other related engineering documents and information.
1.03 Terms:
CAD:
ECO:
ECR:
CCB:
CAE:
Computer Aided Drawings
Engineer Change Order
Engineering Change Request
Change Control Board
Computer Aided Engineering
ATE:
HW:
SW:
SME:
CM:
Automatic Test Equipment
Hardware
Software
Subject Matter Expert
Configuration Management
1.04 Responsibilities:
VPE:
DIR:
MGR:
SNR:
ENG:
Vice President of Engineering
Section Director
Engineering Manager
Senior Engineering
Engineer
SET:
ET:
PRG:
SEC:
EDOC:
Senior Engineering Technician
Engineering Technician
Programmer
Secretary
Engineering Doc. & Data Controller
1.05 Contents:
Section 1…………………………………………………………………………….Introduction
Section 2…………………………………………………………………………….Procedure Main Body
Section 3…………………………………………………………………………….Flow Chart
Section 4…………………………………………………………………………….Change History
Section 5…………………………………………………………………………….Appendices
1.06 Appendices:
Appendix 1………………………………………………………………………….Engineering Change Form
Appendix 2………………………………………………………………………….Signoff Authority
Appendix 3………………………………………………………………………….Organization Chart
Appendix 4………………………………………………………………………….Meeting Protocol
Appendix 5………………………………………………………………………….Audit Protocol
2.00 Procedure:
The following procedure (2.01 > 2.89) describes a step by step instruction on how
an Engineering Change is requested, managed, approved, verified, validated and
the resulting hardcopy engineering records stored securely and managed correctly.
All steps taken must comply with Policy and applicable Regulatory Agency
requirements. Risk Management must review all changes prior to release.
EX-ISO 9001-2008 (E)
FM-ENG-000124-02
MN-ENG-000012-00
WI-ENG-000232-00
POL-ENG-000003-01
FM-MFG-000127-03
SOP-ENG-000127-01
SOP-DOC-000088-05
SOP-DOC-000122-00
International Standards
Engineering Change Request Form
Engineering Guideline Manual
Engineering Instructions for Change
Engineering Policy
Process Validation Form
Phase Gate Review Procedure
Review and Approvals Procedure
Handling Obsolete Document Procedure
Sample SOP
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Comparing the Perigon Playbook to Traditional Approaches.
Process Flowchart
The process flowchart is an excellent tool to establish the main backbone of the process. It
does not contain sufficient detail, however, to stand alone, therefore, it must be supported
by additional narrative and procedures to be useful. A limiting factor to adopting process
flowcharts is that there are no established standards for basic flowcharting practice. We
have seen process flowcharts generated in all shapes, sizes and colors, even within the
same company and even with the incorrect use of symbols. Process flowcharts are limited
to only the study of a process. They cannot be used to describe systems of
interconnected processes and the needs of the larger business enterprise.
Start
Request / Update
Change
Document Control
to Review
Change Request
NO
NO
Accept
Request?
YES
Engineering to
Verify
Change?
Verified?
YES
Sign Change
Request
Manufacturing to
Implement
Change
Document Control
to Assign
Change Order
Number
File Change
Records
Engineering Change Process
Date: 8/1/14
End Process
Rev: 00
Sample Process Flow Chart
4
Obsolete
Old
Records
Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Comparing the Perigon Playbook to Traditional Approaches.
Swim Lane Diagram
The swim lane diagram is one step above a process flowchart, shares many of the same
limitations, but it at least attempts to capture organization structure. This was the method
that Don James first utilized in Europe, together with numerous work instructions. No major
improvements have been made to the swim lane diagram since it was first conceived and it
has not been developed beyond its traditional use for defining processes. Its biggest
drawback is that it is structured along organization boundaries, not process boundaries. It is
one dimensional and very limited in its ability to accommodate process details, analytics
and connections. While organization structure can be volatile, process structure is usually
very stable. Many attempts have been made to make this a standard but it has failed
because of the many drawbacks listed above.
Document Control
Requester
Name: Engineering Change Order
Start
Request
Change
Originator: John Smith
Update
Request
No
Review
Change
Date: August 1st 2014
Page: 1 of 1
Acknowledge
Approval
Revision: A
End
Process
No
Accept
Request?
Assign
Change Order
Number &
Notify
File Change
Records
Sign Change
Request
Route to
Manufacturing
Update
Database
Production
Database
Obsolete
Old
Records
Manufacturing
Engineering
Yes
Change
Order
Request (ECR)
Verify
Change
Request?
Approved
Change
Request.
OK?
Implement
Change
Request
Yes
Purchasing
Sample Swim Lane Diagram
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Perigon Playbook
The Perigon Playbook is now in its 16th major revision in 20 years and continues to evolve with new
clients and implementation opportunities. It was designed to overcome the significant limitations of the
previous methods for effectively defining and improving processes. The map is built upon Microsoft
Visio®, and uses a library of specialized templates, symbols, stencils, matrices, instructions and best
practices. Each Perigon Playbook contains four components, which are summarized as follows.
1
Process Scorecard
(cover).
This is the “read me
first” overview that
summarizes the
process purpose and
its control elements.
It includes customers
and suppliers, process
and system owners,
where the process
fits into the enterprise
model, the main
products or services,
customer feedback,
and the scorecard
summary.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
2
Architecture Profile
(table of contents) .
A high level flow chart
that establishes the
backbone of the process,
identifying suppliers and
inputs, customers and
outputs, and the primary
transaction flow for the
process. It also
summarizes the current
performance of the
process on a few
standard metrics
including volume, cost,
cycle time and first pass
yield. The result is a
50,000-foot view of the
process that establishes
the process scope and
eventually acts as the
“contents” page of the
process.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
3
8
Process Map (contents). Adds detail to the Architecture Map, identifying
workflow, tasks, improvement opportunities, responsibilities, and knowledge. The
process map provides the “who”, “what”, “when”, “where”, and “why” of the process,
and also points to the “how”. The map is developed with the full participation and
cooperation of not only the process users but also subject matter experts who may
need to utilize the map for very specific purposes i.e. Quality, Information
Technology, Human Resources, Regulatory Compliance, Auditors, etc.
Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
4
Matrices (appendices) . Provides depth to the Perigon Map. Matrices supply the
“how” to a map by adding knowledge, standards and information detail to be
utilized by process owners, process improvement professionals, compliance
professionals and subject matter experts. They allow process maps to standalone,
without the need for supporting information. Matrices are important to ensure that
the process is consistently followed and provides the information necessary to bring
a new process user up to speed. There are well over 30 analytical tools that the
Perigon Map can contain, but during a process development effort we will always
analyze and define the following, Information (forms, task instructions, check lists,
and visual aids etc.), metrics (how the process is measured in terms of effectiveness
and efficiency), and Red Clouds (defines weaknesses or opportunities to improve).
Because Perigon Maps
are similar to engineering
diagrams of an
organization’s processes,
they are in constant
use, not only to define
a process, but also to
analyze and ensure that
the process is effective
and efficient at meeting
its goals. Perigon Maps
form seamless systems,
which define the entire
business enterprise,
allowing for a virtual tour
not only in length and
width, but also depth.
A Perigon Map user is
literally four clicks of a
mouse away from any
piece of knowledge that
the company has stored.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Basic characteristics of a Perigon Playbook are
summarized as follows:
•
Designed specifically for process-based development, management and
improvement. The structure for continuous improvement is embedded
within its architecture.
•
Designed to be used in process, system, enterprise and community
structures, which are fully integrated and seamless.
•
Developed in collaboration with process owners, process teams and
subject matter experts.
•
Can be developed to 80-90% complete and start to be utilized within
two hours. After several more hours of development, a Perigon Map will
reach a releasable and auditable state.
•
Contains a fully integrated scorecard for all levels of the enterprise.
•
Can be ported easily to an intranet and hyperlinked to stored knowledge.
•
Includes fully established and controlled mapping standards with training
programs to support its use in multiple environments and applications.
Process Definition - Evolution
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Procedure
Flow Chart
Swim Lane
Difficult to
develop and
maintain
Insufficient
detail
Organizational
boundaries
Playbook
Designed
for process
management and
improvement
Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
The Many Uses of The Perigon Playbook
The Perigon Playbook can be used in many different ways.
1. Solving a performance problem. The client knows that current
performance is unacceptable, but can’t pinpoint the problem. The Perigon
Playbook is used to define a current state process, understand the
customer’s requirements, and capture process problems and
opportunities.
2. Growing rapidly while keeping control. The client is successful and
growing rapidly, but is at risk of losing managerial, financial, or regulatory control.
The Perigon Playbook is used to establish standard processes for consistent
execution of operations.
3. Efficiently achieving regulatory compliance. The client needs
to quickly obtain a certification or pass an audit. Or, alternatively, the client
has standard operating procedures that are outdated and wants to develop a
compliance system that is easily maintained and adds value to the business.
The Perigon Playbook has been used to obtain over 50 international
registrations with 100% success, including ISO 9001, ISO 14001, and ISO
18001.
4. Simplifying processes before implementing software. The
client wants to map and understand its processes prior to implementing a new
application software system. The Perigon Playbook is used to define the current
state process and the “near state” process incorporating the new software
capabilities.
5. Integrating an acquisition. The client has just completed an acquisition
and wants to seamlessly integrate best practices for the combined entity. The
Perigon Playbook is used to understand the acquired company’s processes and
to establish the combined companies' best practice processes going forward.
6. Creating a competitive advantage. The client sees great value in
process management and wants to become a best practice company that only
comes through a process-based, customer-value focus. The Perigon PLaybook is
used as the foundation for sustainable process-based management and
improvement.
7. Capturing enterprise knowledge. The client needs to ensure that
Subject Matter Experts' knowledge is well defined, integrated and maintained.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Definition Methods Comparison
Shown following is a table comparing SOPs, Process Flowcharts, Swim Lane Diagrams and the Perigon
Playbook.
Perigon Map vs Traditional Mapping Methods
Standard
Operating
Procedures
Flowchart
Swim Lane
Diagram
Standards & Compliance
Yes
Limited
Limited
Yes
Quality
Yes
Limited
Limited
Yes
Environmental
Yes
Limited
Limited
Yes
Safety
Yes
Limited
Limited
Yes
Sarbanes Oxley
Yes
Limited
Limited
Yes
Industry Specific
Yes
Limited
Limited
Yes
Quality Management System (ISO)
Yes
Limited
Limited
Yes
Flow Charting
No
Yes
Yes
Yes
Process Maps
No
No
Yes
Yes
System Maps
No
No
No
Yes
Enterprise Maps
No
No
No
Yes
Six Sigma
No
Yes
Yes
Yes
Hyperlinking of Objects
No
Limited
Yes
Yes
Lean
No
Limited
Yes
Yes
Software Integration
No
Limited
Yes
Yes
Business Process Improvement
No
Limited
Limited
Yes
Business Process Management
No
Limited
Limited
Yes
Acquisitions
No
No
Limited
Yes
Business Consolidation
No
No
Limited
Yes
Integrated Balanced Score Card
No
No
Limited
Yes
Strategy & Alignment
No
No
No
Yes
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
Conclusion.
A Perigon Playbook is comparable to a Swiss Army Knife with many capabilities,
uses, and versatility. It is not like a process flowchart or swim lane diagram that
may provide the main blade and form a backbone, but have otherwise limited
capabil-ities and uses.
Perigon is very visual and contains about ten main standard symbols. There is
very little deviation in map construction, consisting of responsibilities, tasks,
decisions, inputs and outputs. It can be read and understood within five minutes
and used quickly by everyone in a business, from the stockroom to the
boardroom. In comparison, an SOP can be extremely long, take many days to
develop, potentially include a combination of 30,000 words or more, which leaves
it wide open to interpretation. It can take many hours to read and understand a
typical SOP, considering its unclear connectivity and lack of structure.
Because Perigon Playbooks are in constant use, they do not collect dust on the
shelf like other forms of documentation. A Perigon Playbook is not stagnant, but
continually improves as the business is developed and transitions through its
maturity and growth. It can be easily migrated for use in process simulation and
hyperlinked into an intranet to conduct a virtual tour of the enterprise. The Perigon
Playbook is truly is a tool of many uses.
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Comparing The Perigon Playbook to SOPs, Process Flowcharts, and Swim Lane Diagrams
"I have never seen such a powerful tool that has
everything you need to know in one place."
International Pharmaceutical
About the Authors
Don James founded Business Process Mapping (BEM) in 1993 to find a better way to develop process,
system and enterprise maps, substantially improve business processes, and implement sustainable performance improvement in client companies. He has a BSEE from Bath University, UK.
Joe Bockerstette has spent more than 30 years studying and improving business processes, as a
CEO, consulting partner for a large public accounting firm, and as a private equity and angel investor.
He has an MBA from Xavier University and a BSIE from the University of Cincinnati.
Since 1993, Business Enterprise Mapping has successfully implemented process-based
management and improvement solutions in over 300 enterprises covering 60 industries across 6
continents. Our firm has partnered with clients to obtain over 50 international registrations, mapped
3,000 process-based systems, deployed 25,000 processes, and successfully implemented over
750,000 process improvements.
Business Enterprise Mapping, LLC.
20645 N. Pima Road, Suite 230
Scottsdale, Arizona 85255 USA
Tel: 480-515-9001
Fax: 480-515-9003
Toll free: 1-888-515-5307
www.businessmapping.com
Copyright © 2016 Business Enterprise Mapping, LLC.
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