A Toolkit For Process Mapping for MFIs · 2012. 9. 3. · Process Mapping Toolkit for Microfinance...

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al.

Offices in: Kenya, Uganda and India Associates in: Benin and Guatemala

[email protected]

A Toolkit For Process Mapping for MFIs

ANNEXES

September 2008

Pam Champagne, Lynn Pikholz, Ramesh S Arunachalam, Caitlin Baron, Henry Sempangi, David Cracknell and Graham A.N. Wright

1950 E. 71st Street, Chicago, IL 60649 Tel 773-288-0066 Fax 773-753-5880

www.shorebankadvisory.com

http://www.microsave.org/

mailto:[email protected]

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. i

TABLE OF CONTENTS S No Contents Page Number1. Annex 1: Tool 3a - product operational risk assessment i 2. Annex 2: Tool 3b - product operational risk assessment summary xiii 3. Annex 3: Sample risk management map xiv 4. Annex 4: Sample cross functional map xvi 5. Annex 5: New staff orientation at xyz mfi-b1 xvii 6. Annex 6: Sample cycle time map xix 7. Annex 7: Suggested solution to practical example xxi 8. Annex 8: Process map analysis tool xxii 9. Annex 9: Internal control questionnaires xxvi 10. Annex 10: Activity analysis sheet for process improvement l 11. Annex 11: Recommendation and implications of change analysis li 12. Annex 12: Indicators to measure process improvement lii 13. Annex 13: Checklist for process improvement liii 14. Annex 14: Checklist to evaluate your current orientation to process mapping liv 15. Glossary lvi 16. References lvii

MicroSave – Market-led solutions for financial services

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. ii

ANNEX 1: PRODUCT RISK ASSESSMENT TOOL This tool is used at the very beginning of the Pilot Phase of the Product Development Cycle. Objective: To provide a framework for MFIs to identify specific operational risks for the product under development, assess the consequences of each identified risk, assign a mitigation strategy, and then prescribe appropriate controls to achieve the strategy. These controls are then incorporated in the refinements of product design, policies, procedures, product costing, and training. Using the Tool Use the table below to help determine the degree of risk mitigation the organization should consider. As a guideline, as severity or impact and frequency or probability increases, there should be shifting from accepting the risk to transferring and ultimately avoiding the risk. Risk Dimensions Frequency (Probability) Severity (Impact) Guideline for Mitigation Strategy High High Avoid High Low Control Low High Transfer Low Low Retain/Accept

A new blank Tool Sheet is used for each new product. For illustrative purposes, product risk events have been proposed below for a savings product, a credit product, and an insurance product. These are necessarily general; the MFI’s tool sheet should additionally identify product-specific risk events (what can go wrong?) in the spaces provided after each product. For each Product Risk Event, there is a causal factor that results in the risk, i.e., the driver of the event. Possible drivers for each event should be identified to produce focused mitigation tactics. Sample drivers are provided for a couple of risk events to demonstrate the task. It is likely there will be more than one tactic per risk. Tactics or controls used will relate to people, processes, product design characteristics and performance measures. When completed, proceed to Product Risk Summary Tool.

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,

L Driver(s) of Event Mitigation

Strategy

Proposed Mitigation Tactic(s)

SAVINGS (Use Product Name) Cash theft by tellers

1 M L Poor procedures; poor staff selection

Cash theft from vault

2 L H Poor procedures; inadequate physical security

Cash theft during transit

3 Poor security training; collusion between staff /police and robbers

Cash theft by customer

4 Inadequate security at teller cabins


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. iii

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Insufficient Liquidity within MFI

5 Improperly defined liquidity reserve ratio; greater than anticipated demand for withdrawals

Excess Liquidity within MFI

6 Withdrawals greater than anticipated; lack of liquidity management tools.

Excess branch cash

7 Deposits greater than anticipated; weak procedures for banking cash

Insufficient branch cash

8 Withdrawals greater than anticipated; lack of tools to reflect cash movement cycles/levels

Misposted Amounts

9

Misposted Accounts

10

Paid to wrong client (false or wrongly identified)

11

Paying against uncleared effects

12

Accepting stolen/forged cheques for deposit

13

Interbranch deposits not promptly or correctly posted

14

Interbranch withdrawals not promptly or correctly posted

15

Suppression of deposits

16

Fraudulent customer claims for transaction errors

17


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. iv

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Inability to determine legitimacy of customer claims for transaction errors

18

Excessive transaction processing time

19

Account openingfails to properly identify legitimacy of client (fake ID, or improper non-personal account documentation)

20

Tampering with MFI signature/ identification documents

21

System cannot handle product features

22

Inability of MFI and client to periodically confirm agreement in account balance

23

Loss due to collusion between staff or between staff and customer

24

Incorrect interest calculations

25


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. v

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Incorrect withholding tax calculations/ remittances

26

Failure to properly collect product fees

27

Failure to provide confidentiality of client’s account

28

CREDIT (Use Product Name) Loan officers exceed their authorities

1

Underwriting standards not met

2

Concentrations of credit by sector

3

Concentration of credit by borrower

4

Loans at preferential rates

5

Wrongly valued collateral

6

Inability to cash in collateral due to non-existence, or not owned by client

7

Delinquency (PAR and arrears) tolerances exceeded

8


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. vi

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Delinquencies not tracked by responsible loan officer, branch, product, sector, etc.

9

Product(s) fail to meet client needs re: amount, term

10

Increase in drop-out rates over tolerances

11

Pricing does not cover costs on an allocation or activity based costing system

12

Out-priced by competition

13

Rescheduled loans not tracked separately in loan portfolio

14

Suppression in reporting of delinquencies

15

Delays in payment postings

16

Diversion of payments

17

Payments posted to wrong account

18

Payments posted for wrong amounts

19

Removal/alteration of securities/collateral from MFI vaults/safes

20


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. vii

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


System does not produce adequate MIS

21

System cannot handle product features

22

Product design does not control credit risk

23

Credit Manager/ Committee not sufficiently experienced to make wise credit decisions or monitor portfolio quality

24

Abuse of discretionary powers of loan officers

25

Written off loans cease to be recovered

26

MFI not in legal/regulatory compliance for loan agreements, collateral documents, and guarantor agreements

27

Failure to offset non-payment from guarantors

28

Failure to apply proceeds from sold collateral to outstanding loan balances

29


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. viii

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Failure to offset non-payment from borrower’s other accounts as allowed by right of set-off

30

Loan approval process too lengthy

31

Failure to collect loan fees

32

Failure to stop income accrual on non-performing loans

33

Penalty fees are improperly waived

34

Loan disbursements not paid to correct client

35

Loan disbursements not made for correct amount

36

Loan disbursements made prior to approval, perfection of loan and collateral documents

37

Insufficient Liquidity to meet loan demand

38

Insufficient cash in branch to make loan disbursements

39

Fictitious (“ghost”) loans

40


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. ix

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Cash payments to loan officers or other non-teller staff

41

Loan officer pays loan on behalf of client and charges client interest

42

INSURANCE (Use Product Name) Claims not paid timely

1

Claims wrongly rejected

2

Sales staff misrepresent/ misunderstand product features

3

Clients coerced to buy by agents for sake of commissions / incentives

4

Premiums not collected when due

5

Claims paid when premiums not paid up

6

Theft/diversion of premium payments by staff

7

Premium payments posted to wrong accounts

8


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. x

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Total of claims paid exceed total of premiums collected/ Reserves

9

Size of insured pool too small to cover actuarial risk

10

Coverage for risks for which chance of loss can’t be calculated

11

Specific risks covered apply to only a small segment of the insured pool at any given time

12

Failure to limit or control Policyholders’ ability to influence whether the risk actually occurs

13

High-risk policyholders predominate the pool.

14

Using insurance product inappropriately (i.e., client’s risk may be more effectively safeguarded against through a savings or credit product)

15


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xi

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Terms and conditions not clearly identified in agreement between MFI and insurance company

16

Insurance company terms and conditions in contradiction to client needs per market research by MFI

17

Insurance agent regulatory requirements not met

18

Failure to maintain reserves required by regulators met

19

Lack of expertise to make actuarial projections

20

If partnered, MFI does not receive adequate commissions

21

Poor reputation and/or financial stability of insurance company

22


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xii

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Claims procedure and forms cumbersome and/or misunderstood

23

Marketing materials misleading

24

Claims not verified prior to payout

25

If life insurance, lack of process to notify beneficiaries to make claim

26

False, or incomplete client data on application

27

Changes in the characteristics of the market and its portfolio, which may change the nature of the risk assumed

28

On-lending of insurance premiums invested

29

Premiums insufficient to cover inflationary costs

30

Accounting system does not produces required MIS

31

Premiums deducted twice by system

32


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xiii

Product Risk Event

Event No.

Freq. H, M,

L

ImpactH, M,


Strategy


Joint venture partner goes bankrupt

33

Joint venture partner does not fulfill profit-sharing obligations

34


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xiv


ANNEX 2: PRODUCT RISK SUMMARY TOOL This tool is used immediately after completing Product Risk Assessment Tool. Objective: This tool summarizes and profiles the risks identified to focus attention on the riskiest areas to insure sufficient mitigation tactics have been identified. Using the Tool:The Event Number assigned to each Risk Event in the Product Risk Assessment Tool is plotted in the matrix below according to the Frequency Rating and Impact Rating assigned to that event. When all product risk events have been plotted, it should be confirmed that risk mitigation tactics for the riskiest areas have been satisfactorily identified. The risk ratings for the first two Savings Product Risk Events are plotted in the matrix for reference. Event 1 had a medium probability of occurring, and if it did occur, would have a low impact. Event 2 had a low probability of occurring, and if it did occur, would have a high impact.

Note: In developing mitigation strategies for each of the risks, the more risky events should be dealt with first. Savings Product

High Impact Medium Impact Low Impact High Frequency Medium Frequency 1 Low Frequency 2

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xv

ANNEX 3: SAMPLE RISK MANAGEMENT MAP Process Description: Member Remittances – Group Meeting (Daily)

Group Member

PassBook

Cash

Group Member

Check sufficiency

of cash

Record Member’s cash in PB

& CR

Group Elected Cashier (7-15 Minutes) Collections

Register

Passbook

Collections Register

Cash

Credit Officer (15-20 Minutes)

2

Des

crip

tion

• Member hands cash (savings and loan instalments) to Group Cashier together with her Pass Book.

• Cashier checks if the amount included in the Pass Book is enough to cover loan repayment and compulsory savings. Cashier checks on the voluntary savings on an “exception” basis - verbally discussing the excess or shortfall remitted by the Member with the Member and the Credit Officer.

• Cashier hands the Pass Book and cash to the Credit Officer. The Credit Officer records amount in the Pass Book and Collection Register.

Ris

ks

• Fraud risk if given to Credit Officer individually;

• Credit risk of losing peer pressure if individually handled.

• Credit Risk of non-payment by individual and/or group not making up deficit, or diversion of funds to savings first, causing loan payment shortfall.

• Fraud Risk that either the group Cashier or the Credit Officer will suppress payment reporting and retain cash.

• Fraud Risk that the group Cashier and Credit Officer collude to pocket cash. • Transaction Risk that the amount tendered will be posted for an incorrect amount or

math error in computation of Pass Book balance

Miti

gatio

n

Central collections by group cashier; group cashier is elected and trusted by group members.

• Payments are processed through the group’s Cashier and shortfalls are dealt with immediately.

• Posting is done in presence of both Group Cashier and Credit Officer; Credit Officer initials Pass Book posting.

• Collection Register is MFI and group record of all payments, and is posted concurrently with Pass Book, which is Member receipt of transaction, allowing for immediate Member verification of transaction.


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xvi

Process Description

• On completion of all transactions, Credit Officer sums the total cash deposited (net of withdrawals) as recorded in the Collection Register and agrees this to the total cash in-hand.

• When deposits and withdrawals net total agrees to the total cash, the Credit Officer returns the Passbook for safekeeping and takes Collection Register and cash to next meeting/Unit Office.

Risks • Transaction Risk that there will be a computational error in Collection Register or cash counting error.

• Fraud Risk that all or some of the cash will be pocketed by Credit Officer.

• Transaction Risk of math error that cannot be verified/traced at a later date. • Fraud Risk of alterations to Member records and Collection Register to cover

cash shortfall pocketed by Credit Officer

Risk Mitigation Strategy

• Cash is balanced to Collection Register at time of payment processing and signed off by both Cashier and Credit Officer in Collection Register.

• Cash must tally with accounting record (Collection Register) prior to dispersal of cash to next meeting/Unit Office.

• Member retains control over Pass Book as receipt and accounting record of all transactions

• Central Accounting at MFI confirms total onward deposit to banking institution to total in Collection Register.

Passbook


Cash

1Agree total in hand to

CR

Group discusses

other business disperses

End of group meeting

Passbook

Group Member

Unit Office


Cash

Credit Officer (8-10 Mnutes)Credit Officer (3-5 Minutes)


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xvii

ANNEX 4: SAMPLE CROSS FUNCTIONAL MAP Your MFI Investment Process

Prepared By: Finance Director Date Prepared: 23 May 2003

Total of loans approved

Total cash in branch

Calculates total cash in

M FI

Com putes cash + cash in

banksNet excess

Net disbursem ent

M akes investm ent

Branch Manager

Chief Accountant

Credit M anager

Finance D irector

Tim e E lapsed M onday 10:00 Monday 3:00Monday 1:00


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xviii

ANNEX 5: NEW STAFF ORIENTATION AT XYZ MFI-B1

Date Prepared: 23 May 2003 Prepared By: Human Resource Manager

New Staff

Mission/Vision/Core Values

Organisational Structure

Learn Products and Services

Entitlements/Staff Welfare Training Confirm

Terminate

Confirmation

NO

YES

Des

crip

tion New Staff

learns MFI culture, ethics

New Staff learnsorganization structure, departments, branches

New Staff learns MFI’s products and services

New Staff learns staff regulations, completes hiring forms

New staff has formal and on the job training

New staff performance is appraised at end of probation period and decision made to confirm or terminate


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xix

ANNEX 6: SAMPLE CYCLE TIME MAP- CASHIER PROCESS OF SAVINGS DEPOSIT-B1

Prepared by: Lynn Pikholz and Pam Champagne

Customer Enters

PassBook

Cash

Completes Deposit

Slip

Deposit Slip

PassBook

Deposit Slip

Cash

Teller checks confirmation on

slip, counts cash and ticks

Does amount tally?

Customer corrects

information

MFI’s book of account

Teller posts TRX

to MFI’s books

MFI’s book of account

2Yes

No

Banking Hall (1 minute) Teller Station (12 Minutes)

5 Minutes 2 minutes 5 minutes

Des

crip

tion - Customer enters banking hall bearing passbook and cash

- Customer completes deposit slip - Customer hands deposit slip, passbook and cash to cashier

- Cashier greets customer, then checks deposit slip for name, account number, agreement of written and numerical amounts

- Cashier counts cash and ticks to amount on deposit slip.

- If amount and cash do not tally, customer corrects and initials correction on deposit slip or adjusts amount of cash.

- If amount and cash tally, Cashier posts transaction to MFI’s books of account.

-


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xx

Des

crip

tion

- Cashier places cash in till

- Cashier posts deposit to customer’s pass-book, calculates and posts new balance, initials passbook balance, then passes passbook and deposit slip to back office supervisor

- Back office supervisor compares data on deposit slip to amount credited in passbook, confirms correctness of math, initials balance in passbook, initials deposit slip, and returns both to cashier

- Cashier thanks customer, placing the deposit slip on spindle for end of day balancing.

- Cashier passes passbook to customer; customer leaves banking hall

Theoretical Total=80 min

Total time Total=45 min Improvement Opportunity (Total Time less Theoretical time) 35 min

1 PassBook

Cash

Teller places

cash in till

Cash

Supervisor Checking

Teller thanks customer

passes PB and spins slip

PassBook

Customer Leaves

Deposit Slip

Till

Deposit Slip

PassBook

Deposit Slip

Till

Teller Station Back OfficeSupervsor

Teller Station

27 minutes 2 minutes 25 Minutes


Toolkit for Microfinance Institutions – Pam Champagne et al. xxi


Messenger

Mail

Secretary sorts and assigns number

Secretary records

mail

Register

Mail

Register

Secretary delivers mail and obtains signature

Mail Department

Register Register

File Cabinet

Des

crip

tion

- Messenger delivers mail from branches, other departments, and/or post office to MFI head office secretary

- Secretary sorts mail by addresses

- Secretary assigns a reference number to each piece of mail

- Secretary records date, reference number, and addressee in incoming mail register

- Secretary delivers mail to each addressee and obtains signature in register for each item delivered

- Secretary leaves the pieces of mail with each addressee, and returns the register to file cabinet

ANNEX 7: SUGGESTED SOLUTION TO PRACTICAL EXAMPLE- INCOMING MAIL PROCEDURES-C2

Prepared By: Your Name

Date: 30 April 2003

Process Mapping

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxii


ANNEX 8: PROCESS MAP ANALYSIS TOOL

Process mapping often points up areas where a process can be improved. Improvements can be classified into types, as shown below. For each type of improvement that needs to be made, the tool below lists the following information1:

Typical analysis questions: This is a “thought-starter” list of the questions to be answered as part of the analysis. They are representative and by no means the only ones that will arise.

Additional data required: Generally speaking, maps do not provide the process performance data needed for subsequent analysis. This section lists the type of data required for the particular type of improvement indicated.

Tool used: Some combination of the types of process maps used.

Map portions used: These are the specific parts of the maps that are most relevant to the particular analysis.

Analysis methods: These are the methods of analysis that are likely to be most useful for the particular type of improvement, and for which the process maps provide the foundation.

1. Cost Reduction

Typical Analysis Questions:

• What does it cost to operate the process?

• Which steps cost the most? Why?

• Which steps add value and which do not?

• What are the causes of cost in this process?

Additional Data Required:

• Cost for each input, output, and step

• Determination of whether the step is value-added or non-value added

Tool Used: Cross-functional process map, flowchart

Map Portion Used: Inputs, outputs, steps

Analysis Method:

• Pareto charts

• Activity-based costing

• Activity-based management

1 Damelio, pp 55-64.

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxiii


1. Cycle Time Reduction

Typical analysis questions:

• Which steps consume the most time? Why?

• Which steps add value and which do not?

• Which steps are redundant, bottlenecks, or add complexity?

• Which steps result in delays, storage, or unnecessary movement?

Additional data required: For each step, determine:

• Elapsed time

• Whether the step is value-added or non-value added

• Complexity

• Redundancy

• Bottleneck

• Delays

• Storage

• Transportation

Tool used: Cross-functional Process map, flowchart

Map portion used: Steps

Analysis methods: Pareto chart, work simplification

3. Quality Improvement (Defect reduction)

This can be related to types of transaction errors encountered, such as postings to a wrong account, postings for a wrong amount, cash differences, transacting with a wrongly identified customer.


• Is variation due to common or special causes?

• What are the causes of the defects?

• Which variables must be managed to have the desired effect on the relevant quality characteristics?

• How should the process be changed to reduce or eliminate variation?

Additional data required:

• Process requirements

• Common or special causes of variation

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxiv


• Desired quality characteristics

• Defect categories and descriptions

Tool used: Cross-functional process map; flowchart

Map portion used: Inputs, Outputs, Steps

Analysis methods:

• Statistical methods

• Pareto charts

• Cause and effect

• Root cause analysis

4. Customer Satisfaction Measurement

Typical analysis questions: How does process performance data compare to customer expectations and perceptions data?


• Customer expectations data

• Customer perceptions data

• Process performance data

Tool used: Cross-functional process map, flowchart

Map portion used: Inputs, Outputs

Analysis methods:

• Market research

• Stratification: grouping data by categories and looking for patterns in the data

• Comparative analysis

5. Benchmarking


• What are the best-in-class practices, measures, and enablers?

• What are the root causes of superior process performance?

• What makes a given practice so effective?

• Why is one measure (metric) preferable to another?

• Why is the process configured (designed) to operate this way?

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxv


Additional data required: The following should be determined for the MFI’s own process plus those of the benchmark partners:

• Practices

• Measures

• Enablers

Tool used: Cross functional process map; flow chart

Map portion used: Inputs, outputs, steps

Analysis methods: comparative analysis

6. Reengineering


• How can the function of this process be performed differently?

• How can we make the process more effective, efficient, and adaptable?

• How can we add value while reducing cost?

• What will the jobs in the new process consist of?

• How can we use information technology to empower job performers?


• Cost of each input, output, and step

• Elapsed time

• Customer satisfaction

• Number of persons operating process

• Information systems

• Process requirements

• New job tasks

Tool used: Cross-functional process map; flowchart

Map portion used: Inputs, outputs, steps

Analysis methods: Any or all of the preceding

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxvi

ANNEX 9: INTERNAL CONTROL QUESTIONNAIRES ASPECT YES NO REMARKS (IF ANY)

I. CASH 1. Is all cash kept in a locked vault or safe during

non-banking hours?

2. Is the vault protected by an adequate burglary

and/or robbery alarm system?

3. Is the vault opened at the latest and closed at the earliest practical time each business day?

4. Is the vault opening regulated by a time-lock mechanism?

5. Is the vault reserve cash assigned a special compartment protected by a dual locking mechanism?

6. Is the movement of vault reserve cash subject to joint custody and record keeping?

7. Is a record maintained showing denominations and amounts of reserve cash?

8. Does each teller have his or her own cash fund? 9. Is each teller supplied with his or her own vault

compartment for overnight storage (of keys and stamps at least if cash is sold to the reserve at each end of day).

10. Does each teller’s work space provide a locked storage facility to individually guard his/her cash supply during any and all absences?

11. Is each teller station protected by robbery alarms?

12. Is special security protection provided for the head cashier, cash courier, and large transaction stations?

13. Does teller management prescribe and enforce cash limits for each teller fund?

14. Is the cash total maintained at each branch kept to prescribed levels, and are levels reasonable?


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxvii


15. Do tellers specially protect excess working cash?

16. Are inter-teller transfers made by vouchers verified by both tellers?

17. Is each teller’s cash checked daily to a control total developed by the accounting system?

18. Is each teller’s cash periodically verified on a surprise basis by designated individuals, and is a record of the count retained?

19. Are each teller’s funds counted before the teller’s leave and after an unexpected absence of more than one business day?

20. Do tellers place identification on all transactions and currency straps (if used)?

21. Do tellers provide receipts to customers for all transactions?

22. Are tellers required to turn over currency and coin inventories so that packages, bags, and rolls are not held indefinitely?

23. Do tellers participate in a structured training program that provides guidelines for handling all types of transactions?

24. Is there a policy against tellers holding a fund of cash from overages to offset shortages?

25. Are minimum aptitude, experience, and character qualifications required for teller employment?

26. Are tellers closely supervised, assisted, and trained on the job?

27. Are tellers rotated? 28. Is a two-week leave or absence rule enforced? 29. Are tellers prevented from having access to

accounting records, once processed?


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxviii


30. Are teller duties restricted to teller operations? 31. Are teller differences cleared daily? 32. Are differences attributable to each teller

recorded and accumulated?

33. Is the cash difference record reviewed by management?

34. Are tellers instructed to keep cash out of reach of customers?

35. Are all cash receipts promptly recorded through the use of pre numbered receipts by an individual designated to receive cash?

36. Are pre numbered receipts reconciled to deposit slips by someone independent of cash receipts and accounting functions?

37. Is there a daily posting of cash receipts to appropriate accounting records?

38. Do procedures prohibit the disbursement of cash from cash receipts prior to their deposits?

39. Are cash receipts deposited intact daily, if significant, or at least weekly?

40. Are adequate physical facilities provided for safeguarding cash prior to deposit?

41. Are safe combinations and keys to cash boxes or files restricted to an essential number of employees?

42. Are the following cash controls used: Voided copies of receipts retained

for audit purposes?

Do cash handling procedures reflect proper daily check-out and documentation?

Are locked-in audit copies of receipts used where appropriate?


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxix


Are cashiers provided separate cash drawers to establish accountability?

Are cash drawers locked during cashier's absence?

II. ATMS AND PINS 43. Is daily access to the ATM under dual control? 44. When maintenance is performed on an ATM, is

a bank/MFI representative required to be present?

45. Are combinations and keys to ATM’s controlled?

46. Do the location, lighting, and construction of the ATM provide adequate security for customers and servicing personnel?

47. Are customers PINs mailed/delivered separately from ATM cards?

48. Are bank personnel who have custody of cards prohibited from having custody of PINs?

49. Are captured cards placed under joint custody of persons not associated with bank card operations or PIN issuance?

50. Are blank plastics and magnetic stripe readers under joint custody or dual control?

III. INTEROFFICE/INTER-BRANCH TRANSACTIONS

51. Are the suspense accounts for interoffice/branch transactions reviewed daily by a designated person?

52. Are items that have been cleared by the originating office scrutinized closely?

53. Are the transactions recorded on two-part forms that identify the sending and receiving offices and the party initiating the transfer entry?


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxx


54. Is there a definite procedure, supported by bank/MFI policy, to send out tracers on a timely basis?

55. Is the reconcilement activity performed at a central location by a person or group with no authority to originate interoffice/branch transactions or handle cash?

55. Is the reconcilement activity reviewed periodically by someone other than the person who regularly performs the function?

IV. DUE FROM BANK ACCOUNTS (NOSTRO ACCOUNTS)

56. Are only designated officers allowed to draw on due from bank accounts?

57. Are only limited balances kept in accounts that may be drawn upon by drafts?

58. Are all drafts pre-numbered, and is a separate series used for each bank?

59. Are drafts outstanding for six months placed under special controls?

60. Are due from bank advices, paid drafts, and statements sent directly to an independent reconciling unit within the bank/MFI?

61. Are reconcilers denied the authority to draw on due from bank accounts?

62. Are reconcilers prohibited from other cashiering or authorization duties such as handling cash, or securities, or making vouchers to the general ledger?

63. Are all due from bank accounts reconciled regularly in accordance with an established frequency schedule?

64. Is a separate general ledger account or


Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. xxxi


individual subsidiary account established for each due from bank account?

65. Are bank statements satisfactorily reconciled on a timely basis with individual difference items, identified by date and amount?

66. Are bank statements examined for alterations, and do reconcilers compare paid drafts individually or in total with such statements?

67. Are adequate reconcilement records maintained?

68. Are the reconciling items clearly described and dated?

69. Are the bank’s/MFI’s policies with regard to due from bank activities formalized and approved by the board of directors?

70. Are approved depositories designated? 71. Are guidelines established for average balances

to be maintained at each depository?

72. Are the identities of authorized personnel and the limits of their authority specified?

73. Is the officer or supervisor responsible for timely and accurate reconciliations specified?

74. Are guidelines established for the write-off of old reconciling items?

75. Is the write-off policy reviewed annually? V. CREDIT PRODUCTS 76. Is the bank’s/MFI’s loan policy formalized and

approved by the board of directors?

77. Does the loan policy specify lending limits for various ranks of officers and loan committees?

78. Has management set guidelines for: 79. Board review of significant loans and renewals? 80. Allocation of credit by general categories


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(products) of loans? 81. Defining the bank’s/MFI’s primary market

area?

82. Setting rates of interest and fees? 83. Setting a range of acceptable terms for the

various credit products?

84. Defining, reporting and following up of non-performing loans?

85. Are deviations from loan policy approved by the proper authority?

86. Are there procedures for periodic reporting of concentrations of credit?

87. Are all loans serially numbered and recorded? 88. Are notes/loan agreements protected during

banking hours and housed in the vault overnight?

89. Are all notes/loan agreements initiated by the approving loan officer?

90. Is there an adequate audit trail of loan proceeds disbursed, such as disbursement by cheque or deposited to the borrower’s account?

91. Is there a signed application on file for each loans?

92. Are credit files set up for each borrower? 93. Do the credit files contain: o A statement regarding the purpose of the loan o A statement of the disposition of proceeds? o Planned repayment schedule? o Current financial statements? o Memoranda of discussions with borrower? 94. Are loan accounting records prepared and

posted by someone who does not handle cash or issue official cheques or drafts under his/her


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own authority? 95. Are loan records posted and reconciled with the

general ledger control accounts daily?

96. Are reconciling items investigated by someone who does not handle cash?

97. Are loan balance/payment inquiries handled by someone who does not handle cash?

98. Are paid notes/loan agreements and related documents returned promptly to borrowers and canceled or marked “paid” where appropriate?

99. Are past due account reports prepared by someone other than a teller or cash handler?

100. Is there a systematic and progressively stronger follow-up procedure for past due loans?

101. Is there a systematic procedure for reporting special condition loans (such as single payment, loans in arrears, problem loans, such as those requiring rescheduling, etc.) to the board of directors?

102. Is the bank/MFI’s compliance with all pertinent laws and regulations enforced, documented, and reviewed?

103. Are data processing personnel prohibited from making or adjusting entries to borrower’s accounts?

104. Is an exception report produced and reviewed by operating management to cover loan extensions granted, renewals made, or any other factors that result in a change in the status of the borrower’s account?

105. Does a status change for a borrower require two authorized signatures?

106. Are delinquency lists generated on a timely


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basis? 107. Does the board regularly receive statistical

reports describing the overall performance of the loan portfolio?

VI. Collateral/Securities 108. Is all collateral (securities) receipted with

multi-copy, prenumbered forms that provide a customer receipt, credit file receipt, and vault receipt?

109. Is all collateral/security held under joint custody, and do the collateral forms provide for the initials of the joint custodians on all collateral movements?

110. Are the receipt and release of collateral handled by someone who is not involved in the joint custody operation and who does not make entries in the collateral register?

111. Are prenumbered “out” tickets used to control securities temporarily removed from safekeeping?

112. Are adequate procedures in effect to monitor the value and condition of all collateral?

113. Are adequate procedures in effect to protect and perfect the bank’s/MFI’s security interest in all collateral?

114. Are adequate procedures in effect to ensure that the bank can promptly liquidate its collateral if necessary?

VII. Interest And Fees 115. Has the bank/MFI established definite loan rate

and fee policy guidelines for various credit products?

116. Are rate and fee terms for large loans recorded


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in the minutes of the loan committee that approves the loan?

117. Are the exact terms (basis of interest and fee computations, rate, and amount of fees) stated in every loan agreement?

118. Do changes in terms require the formal approval of the person or group authorized to grant the loan?

119. Are customers provided formal receipts for their loan payments that are dated and identify the persons receiving the payments?

120. Is the accrual of interest and loan fees performed by persons who do not perform loan authorization and payment collection duties?

121. Is there a definite policy established for determining at what point of delinquency interest accrual will be stopped?

122. Are the rates and amounts of loan income expected for the year and for each month set down in a formal budget, and are variances analyzed and corrective action taken?

VIII. Loan Losses 123. Has a formal policy been adopted for writing

off assets?

124. Does that policy specify write-off criteria, procedures for periodic review, and collection efforts to be undertaken?

125. Are all write-offs reviewed and approved by the board of directors or their designee?

126. Does management evaluate the adequacy of the general reserve at least quarterly? And does this review consider past loan loss experience, lending policy effectiveness, changes in the


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character of the loan portfolio, current economic conditions, and status of problem loans?

127. Are notes/loan agreements representing written-off loans placed in joint custody and is supporting collateral adequately protected?

128. Are written-off loan records prepared and posted by someone who does not handle cash or issue official cheques/drafts under his/her own authority?

129. Are the record keeping and collection functions segregated?

130. Are collection efforts reasonable and effective? IX. FIXED ASSETS 131. Does the MFI’s/bank’s inventory control

system provide controls over access to movable property?

132. Are signed receipts required for the removal of equipment?

133. Are subsidiary records maintained for all assets?

134. Do these records contain asset descriptions, serial or tag numbers, cost, insured value, estimated life, and residual value?

135. Do the asset records, or separate depreciation records, also contain a history of the accumulated depreciation balances and the net book values?

136. Are the subsidiary records posted by someone who does not have sole custody of property?

137. Are the purchase of real estate and all other major purchases approved by the board of directors?

138. Are items ordered and purchased using


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consecutively numbered requisitions? 139. Are purchasing and sales activities segregated

from the bill paying function?

140. Does the bank/MFI’s policies and procedures preclude conflict of interest or self-dealing in the selection of vendors, servicers, and insurers?

141. Is a physical inventory of fixed assets taken annually?

142. Are the property records balanced to the general ledger control accounts at least annually by someone who does not also have sole custody of property.

X. SAVINGS DEPOSITS 143. Are the Rules and Regulations governing

savings deposits established, approved by the board of directors, and published?

144. Are new accounts personnel prohibited from performing teller and accounting duties?

145. Are signature cards and other appropriate account opening identification obtained and filed when accounts are opened?

146. Are special resolutions obtained designating the authorized signatories for organization accounts?

147. Are account numbers assigned in an orderly and controllable fashion?

148. Are original passbooks pre-numbered? 149. Are reserve supplies of passbooks maintained

under joint custody?

150. Do teller supervisors maintain physical control over working supplies of blank passbooks?

151. Do supervisors maintain a log of blank passbooks issued, including account number?


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152. Do tellers issue receipts for all deposits, including date, amount of deposit and teller identification?

153. Are tellers prohibited from holding customer passbooks?

154. Are tellers prohibited from holding over savings transactions from one business day to another?

155. Do tellers stamp the date and a teller identification number on all transactions accepted?

156. Are subsidiary controls reconciled to the general ledger daily, and are reconciling items investigated by persons who do not handle cash or post savings transactions?

157. Are reconcilements reviewed by an independent officer?

158. Are reconcilement duties rotated on a formal basis?

159. Are customer differences and complaints handled by someone who does not receive, process or post savings transactions?

160. Does the control system provide for placing holds on accounts requiring special attention (e.g., dormant accounts, deceased owner accounts, lost passbook accounts, accounts pledged as loan collateral, accounts requiring further data, etc.)?

161. Do overrides require supervisory intervention and approval?

162. Is each override recorded and reported in special exception reports?

163. Do withdrawals over a certain amount require


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supervisory approval? 164. Is a closed account report generated and

circulated to designated officers?

165. Are signature cards on closed accounts transferred immediately from the active to the closed file?

166. Are accounts with no activity for a specified period transferred to dormant status and placed under dual control?

167. Are signature cards on dormant accounts removed from regular files and placed under joint custody?

168. Is interest calculated and credited to customer accounts independently? Is this done by persons free from teller, account opening and general accounting duties?

169. Are employee account transactions specially classified, reported, and reviewed?

170. Are negative savings balances reported as exceptions?

171. Are interest accrual adjustments specially approved and reported?

172. Is savings interest expense accrued and budgeted and are variances analyzed?

173. Are interest journals reviewed by independent personnel and are large amounts reviewed/recalculated?

174. Are exception reports reviewed by a control person who does not receive, process or post savings transactions?

XI. Fixed Deposits 175. Has the MFI/bank established a formal policy,

approved by the board of directors, governing


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the fixed deposit function? 176. Is each depositor required to complete and sign

an application in which penalty provisions for premature redemption are disclosed?

177. Are blank supplies of fixed deposits subject to joint custody?

178. Are supervisory checks made periodically to ensure that all fixed deposits in recent numerical sequences are accounted for?

179. Are all fixed deposit contracts countersigned by an independent bank/MFI official?

180. Is special approval required for premature redemption?

181. Are all fixed deposit receipts canceled as redeemed?

182. Are certificates transferred to a non-interest bearing demand deposit general ledger classification at maturity?

183. If a matured fixed deposit continues unredeemed and the owner cannot be contacted, are dormant deposit controls instituted?

184. Is the interest expense on fixed deposits accrued and budgeted, and are budget variances (both volume and rate) analyzed?

XII. SECURITY 185. Do the windows permit a clear view of the

MFI’s/bank’s interior and are they kept reasonably unobstructed?

186. Have exterior lights been installed to illuminate all darkened or shadowed areas around the bank/MFI?

187. Is the vault area illuminated at night? 188. Is there an emergency lighting source?


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189. Are the locks on exterior doors and windows temper-resistant?

190. Are doors and windows equipped with steel bars or other burglar-resistant materials?

191. Are door and window hinges securely fastened so that they cannot be easily broken or forced?

192. Are all unusual entrances (air conditioner intakes, manholes, skylights, etc.) protected by an alarm, steel bars, etc.?

193. Is there a regular procedure for securing side and back doors while the bank/MFI is open for business?

194. Are all entrances to the teller work area locked while the bank/MFI is open and/or while customers are in the bank/MFI?

195. Is there a documented procedure for opening and closing the building and vaults that protects against attacks?

196. Are armed guards on duty in the lobby during banking hours?

197. Do police periodically check the bank/MFI during non-business hours?

198. Are regularly scheduled meetings held with local law enforcement representatives?

199. Are there alarm activating devices at lobby teller stations?

200. Can these activating devices be operated unobtrusively?

201. Is the alarm system tested periodically? 202. Is there an emergency power supply for use if

the regular supply fails?

203. Are vaults made of steel-reinforced concrete? 204. Are vaults equipped with a dial combination


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lock, a time lock, and a substantial lockable day gate?

205. Are safes too heavy for relatively easy removal, and are they securely anchored to the premises?

206. Are safe doors equipped with a combination lock?

207. Are the vault walls, floor, ceiling and door protected by an alarm system?

208. Is the vault equipped with an alarm or telephone so that an employee locked in the vault can sound an alert?

209. Is opening of the vault under dual control? 210. Is there a standard operating procedures for the

safe transit of cash not needed at each office?

211. Are precautions taken to prevent theft of all unissued forms, cheques, drafts, etc.?

212. Are tellers and other lobby personnel regularly trained in robbery and post-robbery procedures?

XIII. EMERGENCY PREPAREDNESS 213. Does the bank/MFI have a formal emergency

preparedness plan that has been reviewed and approved by the board of directors?

214. Does the plan provide for alternate physical facilities in the event that the MFI’s/bank’s headquarters or other vital facilities are destroyed?

215. Are vital records protected by duplication and safe off-premises storage?

216. Is there a plan for continuity of management? 217. Does the plan provide for the personal safety of

employees and customers?

218. Is a training program for dealing with


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emergencies provided to all employees? XIV. INSURANCE 219. Has the bank’s/MFI’s policy with regard to

insurance been approved by the board of directors?

220. Does it call for formal analysis and consideration of all insurable risks and types of coverage?

221. Are professional risk-management consultants used in deciding amount available carriers, coverages, and limits?

222. Does the bank/MFI retain all insurance policies in an orderly file, and are all riders and endorsements attached to the policies?

223. Are policy expiration dates properly diarized to assure prompt payment of renewal premiums?

224. Are competitive proposals evaluated in choosing carriers and policies?

XV. COMPUTER PROCESSING2 225. Is there a steering committee reporting to the

board that sets priorities, allocates resources, and oversees status of projects?

226. Are major system and equipment changes approved by the board of directors or steering committee?

227. Are key IT positions filled by qualified people? 228. Is the financial viability of a major software or

systems provider reviewed periodically?

229. Is eating and drinking at workstations prohibited?

230. Is access to the server room restricted to

2 EDP Auditing Guide, Gordon Morris Associates, Bank Administration Institute, Illinois, 1991.

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identified personnel? 231. Is access to the server room controlled for

cleaning or repair personnel?

232. Are housekeeping procedures adequate to provide reasonable assurance against accidents and fire to server room?

233. Are computer operations performed where they cannot be seen by the general public and unauthorized visitors?

234. Does the server room have heat or smoke detectors, temperature/humidity control equipment, water sensors, and alternate power supply (UPS system)?

235. Are electrical panels properly labeled to indicate computer related equipment?

236. Is power for air conditioners separate from power supply for computers?

237. Are emergency plans for computer processing included in the bank’s/MFI’s emergency preparedness plans?

238. Do emergency plans include procedures for the safe storage of data files and documents?

239. Do emergency procedures include power-off procedures, restart, and recovery procedures for equipment failure?

240. Does the contingency plan specify conditions for off-site processing?

241. Are contingency plans periodically tested? 242. Is there a policy for retention of back up data

files to ensure that adequate recovery capability exists?

243. Is back up data secured daily or sent to an off-site location with suitable storage conditions?


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244. Are there operating manuals for the system and users, including error messages with appropriate responses, restart and recovery procedures?

245. Is there a maintenance agreement on computer equipment? If so, is maintenance performed according to a predetermined schedule and is it documented?

246. Are programmers prohibited from running test programs against live production files?

247. Have controls been established for each source of data entering the automated system?

248. Is output reconciled to input by persons not responsible for the data entry?

249. Are all new account and file maintenance transactions in writing, with originator identified, and bear supervisory approval?

250. Are new image files reported for review, and are these reviewed by a person not responsible for their data entry?

251. Are parameter changes properly approved, documented, and tested?

252. Are parameter changes reported and reviewed by an appropriate officer?

253. Is access controlled by user IDs and passwords that are tracked by the system and reported?

254. Are changes to access levels reviewed by an appropriate officer not responsible and without ability to initiate such changes?

255. Are user passwords periodically changed? Does system enforce password changes?

256. Are access levels at a sufficient level to allow person to perform duties, but no more?

257. Are controls in place for vendor supplied


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changes to insure proper installation? 258. In a network environment, are there terminal

controls, such as ID numbers, locks, etc.?

259. Is there a separation of duties between programmers and computer operators?

260. Are all installation disks safeguarded? 261. Is there a recovery procedure when a new

version of a tested program fails to work in production?

XVI. LOAN FUND MANAGEMENT 262. Are unauthorized advances prohibited in the

Revolving Loan Fund?

263. Is responsibility for the Fund vested in only one person?

264. Are reimbursements approved by persons other than custodians upon adequate inspection of supporting data?

265. Are Revolving Fund claims and reconciliation's along with supporting documents filed separately from the other transactions?

XVII. RECONCILIATIONS, TRANSFERS AND BANK ACCOUNTS

266. Are cash collections reconciled to totals of invoices, cash receipts book, deposit slip, loan register etc.? By a person who has no access to cash?

267. Are cash overages and shortages recorded on the books by cashier and reviewed regularly by someone else?

268. Are all journal entries and transfers approved by someone other than the preparer?

269. Are journal entries and transfers properly


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posted and reconciled 270. Are journal entries and transfers properly

prepared, recorded and supported

271. Are all bank accounts established in accordance with the legal framework?

272. Are inactive bank accounts closed promptly? 273. Is there an adequate segregation of duties

between employees handling cash and employees involved in record keeping?

274. Do employees who have no responsibilities for receipts or disbursements functions reconcile bank accounts?

275. Do the reconciliation procedures include? Comparison of canceled cheques with

the check register as to number, date, payee and amount;

Examination of canceled cheques for authorized signature;

Examination of canceled cheques for irregular endorsements and alterations

276. Review of completed bank and fund reconciliation's by a responsible official?

XVIII. CHEQUE RELATED CONTROLS 277. Are all cheques restrictively endorsed

immediately upon receipt?

278. Is the person receiving cash without authority to sign cheques and reconcile bank accounts and without access to accounting records other than cash receipts?

279. Are serially prenumbered cheques used? 280. Is the supply of unused cheques adequately

safeguarded?

281. Are cheques under the custody of persons who


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do not sign cheques manually? 282. Are cheques prepared only on the strength of

properly approved vouchers (or cheque requests) by persons who do not approve the vouchers (or cheque requests)?

283. Are spoiled cheques mutilated to prevent reuse and kept on file for subsequent inspection?

284. Is a copy of the cheque register or stub prepared simultaneously with the preparation of the cheque?

285. Are the supporting data and approvals on the vouchers reviewed by the cheque signers at the time of signature?

286. Is notification of payment made on supporting data to prevent duplicate payment?

287. Are there limitations on the amounts of single signature cheques (Ask and note amount)?

288. Are the names of authorized cheque signers removed from the signature lists after the individuals have left the employment of the entity or have been transferred to duties incompatible with cheque signing?

289. Is the person writing cheques prohibited from drawing cheques payable to:

"Cash", "Bearer" or similar payee which renders the cheque payable to the bearer;

Other payee when the payee named is not intended as the party to retain funds?

290. Are persons authorized to sign cheques prohibited from:

Having access to the petty cash


Toolkit for Microfinance Institutions – Pam Champagne et al. xlix



Preparing the bank reconciliation's Recording cash transactions Posting to the ledger accounts?

Process Mapping

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. l


ANNEX 10: ACTIVITY ANALYSIS SHEET FOR PROCESS IMPROVEMENT Instructions Any selected activity may be analyzed using the following set of questions. This analysis should serve as a useful basis to identify likely areas for improvement for the future.

Aspect Remarks

How long does this activity take? Is this step repeated anywhere else in the process? If so, is this because of the process design or because of errors in execution?

Does this activity add value for the customer? If so, what is it?

Does this activity add value for the institution? If so, what is it?

Are there performance indicators for this activity? If so, what are they? -- or -- Is there are error rate for this activity? If so, what is it?

Does the person executing this activity have the information needed to so? Can any other person in the process conduct the same activity?

Are there any incentives (financial, non-financial) pertaining to this individual conducting this activity? What are they?

Can this activity be: Combined with another activity? Adapted to improve/speed it up? Run in parallel? Eliminated? Sped up through use of

technology?

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. li


ANNEX 11: RECOMMENDATION AND IMPLICATIONS OF CHANGE ANALYSIS SHEET

Instructions

For the activity that has been analyzed, complete the following table on the change that can be suggested for this activity.

Potential Change and its Likely Benefits

Risk or Potential Negative Impact to this Process Means to Mitigate that Risk

Risk or Potential Negative Impact to Adjacent Processes Means to Mitigate that Risk

Recommendation

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ANNEX 12 - INDICATORS TO MEASURE PROCESS IMPROVEMENT

Instructions

Please suggest one or two indicators for tracking the impact of the change proposed.

Indicators

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ANNEX 13 – CHECKLIST FOR PROCESS IMPROVEMENT

A basic check list for process improvement is given below:

Have you: Yes No 1. Developed and applied standards to entire process 2. Eliminated or minimized non-value-added steps 3. Moved inspection points forward and/or eliminated the

need for inspection points altogether

4. Reduced handoffs 5. Reduced controls 6. Eliminated unnecessary task specialization 7. Fixed all loopholes 8. Charted and evaluated inputs and suppliers 9. Done a cycle-time study and compared with best

practices and industry standards

10. Moved steps into another process 11. Designed a parallel process 12. Automated or mechanized step(s) in the process 13. Mapped sub-processes 14. Used a map to train or retrain staff involved in the

process

15. Obtained feedback on the map from customers, suppliers, managers, stakeholders, and any others involved in the process

16. Used the map as a benchmarking tool

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ANNEX 14- CHECKLIST TO EVALUATE AN MFI’S CURRENT ORIENTATION TO PROCESS MAPPING

DESCRIPTIONStrongly Disagree Strongly

Agree Don’t Know

SCALE 0 1 2 3 4 5 6

Overview

We view our business system as a group of processes rather than a group of departments

Our process goals are aligned with our business goals

Equal value is placed on the satisfaction of internal and external customers

Process Definition

We document our processes using text

We document our processes using flowcharts

We document our processes using process maps

We understand how the various processes link within the business system

We use our process documentation to evaluate the effect of a change in process

Process Input

We have identified suppliers to each process

We have defined minimum expectations from these suppliers

We have defined how to provide feedback when expectations are not met

We measure the performance of internal suppliers

We review the performance of internal suppliers periodically

We have recorded improvement from our internal suppliers

Process Output

We know who the direct customers of our processes are

We have defined process goals

We review process goals with customers to ensure alignment

We obtain regular feedback from our immediate internal customers

Process Mapping Toolkit for Microfinance Institutions – Pam Champagne et al. lv


DESCRIPTIONStrongly Disagree Strongly

Agree Don’t Know

SCALE 0 1 2 3 4 5 6

We have established measurements of customer satisfaction

We have recorded improvement in our processes.

Process Ownership

Process owners have been assigned to each process

All process owners have been trained in process improvement

All process owners have been trained in the responsibilities of process ownership

One or more of our leadership is formally committed to process improvement (champion)

The compensation of process owners is tied to achievement of goals and process improvement

Process Opportunities

Problems are viewed as opportunities to improve a process

Process opportunities have been defined and prioritized

The top three opportunities for each process have been identified

Process Users

New employees are educated using process documentation

Employees are rewarded for process improvement ideas

New employees receive training in their process, process goals and their role in meeting process goals

Process users know where they stand in relation to achieving goals

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GLOSSARY OF TERMS

Heading Description

Activity Based Costing (ABC)

A form of cost accounting that focuses on the costs of performing specific functions (processes, activities, tasks, etc.) rather than on the costs of organizational units. ABC generates more accurate cost and performance information related to specific products and services than is available to managers through traditional cost accounting approaches.

Alternative Path Preceded by a decision diamond, it represents one or more optional tasks off the primary path.

Audit A timely process or system, inspection to ensure that specifications conform to documented quality standards. An Audit also brings out discrepencies between the documented standards and the standards followed and also might show how well or how badly the documented standards support the processes currently followed.

Corrective, Preventive & Improvement Actions should be undertaken to mitigate the gap(s) between what is said (documented), what is done and what is required to comply with the appropriate quality standard. Audit is not only be used in accounting or something that relates to mathematics but also used in Information Technology.

Authority The granting or taking of power and liability to make decisions and influence action on the behalf of others.

Benchmarking The concept of discovering what is the best performance being achieved, whether in your company, by a competitor, or by an entirely different industry.

Benchmarking is an improvement tool whereby a company measures its performance or process against other companies' best practices, determines how those companies achieved their performance levels, and uses the information to improve its own performance.

Benchmarking is a continuous process whereby an enterprise measures and compares all its functions, systems and practices against strong competitors, identifying quality gaps in the organization, and striving to achieve competitive advantage locally and globally.

Best Practice A way or method of accomplishing a business function or process that is considered to be superior to all other known methods.

A lesson learned from one area of a business that can be passed on to another area of the business or between businesses.

Brainstorming A method to generate ideas. Groundrules such as -no idea is a bad idea- are typical. Benefit of brainstorming is the power of the group in building ideas of each others ideas.

A problem solving approach/technique whereby working members in a group are conducting a deductive methodology for identifying possible causes of any problem, in order to surmount poor performance in any process or activity pursued by the group members and facilitator.

Business Process Quality

Also called Process Management or Reengineering. The concept of defining macro and

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Heading Description

Management micro processes, assigning ownership, and creating responsibilities of the owners.

Cause A factor (X) that has an impact on a response variable (Y); a source of variation in a process or a product or a system.

Cause and Effect Diagram

A cause and effect diagram is a visual tool used to logically organize possible causes for a specific problem or effect by graphically displaying them in increasing detail. It helps to identify root causes and ensures common understanding of the causes. It is also called an Ishikawa diagram.

Cause and Effect relationships govern everything that happens and as such are the path to effective problem solving. By knowing the causes, we can find some that are within our control and then change or modify them to meet our goals and objectives. By understanding the nature of the cause and effect principle, we can build a diagram to help us solve everyday problems every time.

Champion Business leaders and senior managers who ensure that resources are available for training and projects, and who are involved in project tollgate reviews.

Change Agent

A person who leads a change project or business-wide initiative by defining, researching, planning, building business support and carefully selecting volunteers to be part of a change team. Change Agents must have the conviction to state the facts based on data, even if the consequences are associated with unpleasant-ness.

Characteristic A characteristic is a definable or measurable feature of a process, product, or variable.

Communication Communication is the process of delivering and sending messages through various channels.

Communication Communication is the process of successfully delivering messages or sending information through various channels

Condition A restricting premise or provision upon which the fulfillment an occurrence or outcome of a cause and effect relationship depends.

Continuous Improvement (CI)

Continuous Improvement (CI): Adopting new activities and eliminating those which are found to add little or no value. The goal is to increase effectiveness by reducing inefficiencies, frustrations, and waste (rework, time, effort, material, etc).

Control An "in statistical control" process is one that is free of assignable/special causes of variation. Such a condition is most often evidence on a control chart which displays an absence of nonrandom variation.

A technical function in nature and a continuous process by which the expected results are measured against a predetermined criteria or standards. In the case of variances, a disciplinary action will be undertaken or improvement actions will be pursued.

Corrective Action Action to eliminate the cause of a detected nonconformity. There can be more than one nonconformity. Corrective action is taken to prevent recurrence. Correction relates to containment whereas corrective action relates to the root cause. See Preventive Action.

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Heading Description

Correlation Correlation is the degree or extent of the relationship between two variables. If the value of one variable increases when the value of the other increases, they are said to be positively correlated. If the value of one variable decreases when the value other variable is increasing it is said to be negatively correlated. If one variable does not affect the other they are considered to not be correlated.

Customer Customer:

A person who receives the product or service of a process.

In a layman’s language:

A customer is one who buys or rates our process/product (In terms of requirements), and gives the final verdict on the same. This in turn acts as a hidden feedback which can be implemented leading to improvement to all the parameters of the Process Management.

Customer The person or persons who use output, whether internal or external to the organization. Customer Focus The concept that the customer is the only person qualified to specify what Quality

means. This leads to detailed analyses of who are the customers, what are their needs, what features (or new) are required of our products/services, how do customers rate our products/services versus our competitors and why, how can we keep our customers satisfied?

Cycle Time Cycle time is the total time from the beginning to the end of your process, as defined by you and your customer. Cycle time includes process time, during which a unit is acted upon to bring it closer to an output, and delay time, during which a unit of work is spent waiting to take the next action.

In a nutshell - Cycle Time is the total elapsed time to move a unit of work from the beginning to the end of a physical process. (Note, Cycle Time is not the same as Lead Time).

Cycle Time, Theoretical

The sum of the amounts of time needed to perform the individual steps within the process, not including waiting time. It is theoretical because it represents the shortest possible time needed to complete the process.

Cycle Time, Total The total amount of time required to complete the process from start to end point. The difference between total cycle time and theoretical cycle time represents the opportunity for improvement.

Data Data are factual information used as a basis for reasoning, discussion, or calculation; often this term refers to quantitative information. It is plural in form. The singular is "datum."

Decision A diamond-shaped figure in a process map that poses a question and signals either an alternative path or an inspection point.

Document A document is a collection of information or instructions presented to perform some activity in a process / procedure.

A document is an output of manual or electronic documentation of data or information used for documenting events, processes, procedures or activities and utilized as a testimony to verify performance.

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Do-Over Loop A do-over loop leads to an earlier step in the process, and is the result of a failed inspection point.

Effect An effect is that which is produced by a cause; the impact a factor (X) has on a response variable (Y).

Effectiveness ef·fec·tive Pronunciation Key (-fktv) adj.

Having an intended or expected effect.

Producing a strong impression or response; striking: gave an effective performance as Othello.

Operative; in effect: The law is effective immediately.

Existing in fact; actual: a decline in the effective demand.

Prepared for use or action, especially in warfare.

Bridging the gap between the society's purposes and the organizational and workers objectives in the organization.

Efficacy The power or ability to cause an effect

Efficiency A term denoting to the relationship between outputs and inputs. It requires generating higher outputs as related to inputs. It means enhancing productivity, i.e less rework, less errors and optimal use of resources.

A term indicating the optimization of productivity (measured outputs over measured inputs)typically stated on a 0-100% scale. To improve efficiency, the productivity ratio must be improved (the input to output ratio must be decreased). See definition of productivity.

Flowchart A flowchart is a graphical representation of a process, depicting inputs, outputs and units of activity. It represents the entire process at a high or detailed (depending on your use) level of observation, allowing analysis and optimization of workflow.

A flowchart is a graphical representation of a process. It represents the entire process from start to finish, showing inputs, pathways and circuits, action or decision points, and ultimately, completion. It can serve as an instruction manual or a tool for facilitating detailed analysis and optimization of workflow and service delivery

Flowchart A graphic representation of the sequence of steps that makes up a process. Gap Analysis Gap analysis is done to map the gap which exits between implied & specified customer

requirements & existing process.

Goal 1. A goal is a targeted value by a design team while building a quality process/product.

2. A goal can also be defined as a customer voice. What the customer is asking for or specifying.

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The goal must be SMART: See S.M.A.R.T. in this dictionary.

A Goal is a targeted result of a process (design or currently running). In a service Industry, the goal can be satisfaction of the Customer. In layman language, the goal has to be achieved by doing an assignment, job, errand, etc. For example, achieving complimentary satisfaction from people eating food you have cooked. That is your goal

Independent Variable

An independent variable is an input or process variable (X) that can be set directly to achieve a desired output.

Input The materials, equipment, information, people, money, and environmental conditions that are needed to carry out the process.

Inspection Point A pass/fail decision, based on objective standards, that tests an output in the process; usually signalled by a decision diamond.

Intangible benefits

Intangible benefits, also called soft benefits, are the gains attributable to your improvement project that are not reportable for formal accounting purposes. These benefits are not included in the financial calculations because they are nonmonetary or are difficult to measure.

eg, Non-reportable benefits such as, Increased level in service (in ways that cannot be measured) and customer satisfaction.

Lead Time The amount of time, defined by the supplier, that is required to meet a customer request or demand. (Note, Lead Time is not the same as Cycle Time).

Macro Process Broad, far-ranging process that often crosses functional boundaries. Several to many members of the organization are required to accomplish it.

Mapping The creation of a flowchart showing, in sequence, the inputs, tasks, and activities that make up a work process.

Micro Process A narrow process made up of detailed steps and activities. Could be accomplished by a single person.

O.E.M. Original Equipment Manufacturer.

Operational Definition

An exact description of how to derive a value for a characteristic you are measuring. It includes a precise definition of the characteristic and how, specifically, data collectors are to measure the characteristic.

Used to remove ambiguity and ensure all data collectors have the same understanding. Reduces chances of disparate results between collectors after Measurement System Analysis.

Operations Process

Known for leveraging economies of scale and narrowly defined tasks, it is one of a family of four work processes characterized as an on-going endeavor undertaken to create a repetitive product or result which is performed by people, planned, executed and controlled. (Artisan Process, Project Process, Operations Process, Automated Process).

Optimization Adjusting the system or process inputs to produce the best possible average response with minimum variability.

Outlier An outlier is a data point that is located far from the rest of the data. Given a mean and standard deviation, a statistical distribution expects data points to fall within a specific

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range. Those that do not are called outliers and should be investigated.

Output The result of a process. The deliverables of the process; such as products, services, processes, plans, and resources.

Output The tangible product or intangible service that is created by the process and handed off to the customer.

Ownership The recognized possession of rights and liability created or passed to an individual person who, through integrity and competent ability, is recognized and empowered to decide and act; willingly accepting responsibility as well as accountability.

Parallel Process A process that occurs simultaneously (concurrently) with the primary process. It may or may not be part of the primary process.

Practice The development of knowledge, skills and experiences for the purpose of the proficient execution of duties or activities associated with a discipline of creating or providing value.

One of three "P" areas of focus for measuring and improving quality (Product, Process and Practice).

Precision Lack of variation in your measurement. Can be measured in terms of the standard deviation of your measurement system. Has nothing to do with accuracy, which is lack of bias. A precise rifle will shoot small groups. An accurate rifle is properly sighted in.

Preventive Action See Corrective Action. Long term cost / risk weighted action taken to prevent a problem from occurring, based on an understanding of the product or process.

Preventive action will address inadequate "conditions" which may produce non conformance.

Primary Process The basic steps or activities that are required to produce the output. Process A series of steps or actions that lead to a desired result or output.

A set of common tasks that creates a product, service, process, or plan that will satisfy a customer or group of customers.

A sequential series of steps leading to a desired outcome.

Processes are largely affected by one or more of the following factors:

a) personnel who operate the processes;

b) materials which are used as inputs (including information);

c) machines or equipment being used in the process (in process execution or monitoring/measurement;

d) methods (including criteria and various documentations used along the process);

e) work environment

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Understanding how these factors interact and affect processes is a key consideration in process studies.

See *Process Control*.

Process A sequence of steps, tasks, or activities that converts inputs into an output. A work process adds value to inputs by changing them, or by using them to produce something new.

Process Boundaries

The first and last steps of the process. The last step may be the delivery of the output to the customer.

Process Map It is a hierarchical method for displaying processes that illustrates how a product or transaction is processed. It is a visual representation of the work-flow either within a process - or an image of the whole operation. Process Mapping comprises a stream of activities that transforms a well defined input or set of inputs into a pre-defined set of outputs.

The High Level Process Map; "30,000 feet overviews", "Medium image" is differentiated from the Detailed Process Map; "homing in", "zooming in", "Micro Map". The High Level Process Map is utilized in scoping a Six Sigma project and establishing boundaries, while a detailed process map will be used by the GB/BB to Analyze (identify potential causes) and Improve (optimize) the process.

A good Process Map should:

1)allow people unfamiliar with the process to understand the interaction of causes during the work-flow.

2)contain additional information relating to the Six Sigma project i.e. information per critical step about input and output variables, time, cost, DPU value.

Software programs utilized to create Process Maps include Microsoft Visio, SigmaFlow and iGrafx. For those individuals who may not have access to these packages, Process Mapping may be performed in Excel or Power Point.

Process Map A graphic representation of a work process that shows tasks sequentially, using a modified version of standard flowcharting symbols.

Process Measurables

These are indicators which directly measure the performance of key processes that affect customer expectations. Specific actions can be taken to improve the performance of these indicators, which in turn should improve the performance of the result measurables.

Process Owner The individual(s) responsible for process design and performance. The process owner is accountable for sustaining the gain and identifying future improvement opportunities on the process.

Process Performance Management

The overseeing of process instances to ensure their quality and timeliness. Can also include proactive and reactive actions to ensure a good result.

For effective Performance Management, strategic decisions have to be taken by the

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senior management, with involvement from the key executives. This should address day-to-day decision making process across all levels. The most important aspect is clearly defined goals which are relevant, reliable, and timely. The process should be able to track the progress to reach that objective.

Performance management should be:

Formal: A clearly defined process that everyone understands and accepts

Frequent: Consistent information dissemination.

Relevant: Information relevant to the departments and decisions.

Reliable: Everyone believes in the information.

Timely.

Tied to outcomes: Everyone is held accountable for their performance and are given the right tools to achieve the goals.

Feedback.

Leadership: People from different departments can collaborate on changing processes and procedures and making day-to-day operational decisions

Process Stability Process stability is the ability of the process to perform in a predictable manner over time. A Run Chart gives a good picture of stability.

Product A product is an outcome of a process or activity which could be a defined object or service.

Qualitative Data Also known as discrete data.

Quality Quality is difficult to define, it's an abstract term, it requires continuous and dynamic adaptation of products and services to fulfill or exceed the requirements or expectations of all parties in the organization and the community as a whole.

'Quality means conformance to requirements' (Philip Crosby, 'Quality Is Free'). It does not matter whether or not the requirements are articulated or specified; if a product does not fully satisfy, it lacks quality in some respect. ('Quality is binary -- you've either got it, or you haven't' -- ibid. Note that both these quotes are 'top-of-the-head' and therefore approximate.)

The starting-point for a 'quality product', therefore, is precise determination of the requirements of its users. This may not be possible in practice, but should still be attempted as best possible (see *Acceptable Quality Level*).

Note that the 'quality' of a product is the sum of multiple separate *Quality Attributes*.

Quality A planned and systematic set of activities to ensure that variances in processes are clearly identified, assessed and improving defined processes for fullfilling the

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Assurance requirements of customers and product or service makers.

A planned and systematic pattern of all actions necessary to provide adequate confidence that the product optimally fulfils customer's expectations.

A planned and systematic set of activities to ensure that requirements are clearly established and the defined process complies to these requirements.

"Work done to ensure that Quality is built into work products, rather than Defects." This is by (a) identifying what "quality" means in context; (b) specifying methods by which its presence can be ensured; and (c) specifying ways in which it can be measured to ensure conformance (see *Quality Control*, also *Quality*).

Quality Attribute A property of a work product or goods by which its *Quality* will be judged by some *Stakeholder* or stakeholders. (Also "Quality Factor" or [Gilb] "Quality".) Quality attributes are and should be quantifiable in specifications by the definition of some appropriate and practical scale of measure.

Quality Control Also called statistical quality control. The managerial process during which actual process performance is evaluated and actions are taken on unusual performance.

It is a process to ensure whether a product meets predefined standards and requisite action taken if the standards are not met.

Quality Control measures both products and processes for conformance to quality requirements (including both the specific requirements prescribed by the product specification, and the more general requirements prescribed by *Quality Assurance*); identifies acceptable limits for significant *Quality Attributes*; identifies whether products and processes fall within those limits (conform to requirements) or fall outside them (exhibit defects); and reports accordingly. Correction of product failures generally lies outside the ambit of Quality Control; correction of process failures may or may not be included.

Quality Dictionary

Dictionary of quality terms. You are reading a quality dictionary.

Quality Gap It is the difference between the approved standards, criteria or expectations in any process or activity and the real results in such process or activity in accordance with the adopted national and or international standards by any country.

Quality Improvement

A systematic and continuous activity to improve all processes and systems in the organization to achieve optimal level of performance.

The organized creation of beneficial changes in process performance levels.

Quality Management

A systematic set of activities to ensure that processes create products with maximum *Quality* at minimum *Cost of Quality*. The activities include *Quality Assurance*, *Quality Control*, and *Quality Improvement*.

Quantitative data Continuous data.

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Quantitative data will be different depending on the types of questions you ask and the data you gather.

Reengineering Also called Business Process Quality Management or Process Management. The concept of defining macro and micro processes, assigning ownership, and creating responsibilities of the owners.

Reengineering is about achieving dramatic, breakthrough improvements often by the application of new technologies. It is the opposite of Kaizen (many gradual improvements) and reflected a return to Western 'Macho' management ideas. The approach was developed by Hammer and Champy.

Response A reaction, as that of an organism or a mechanism, to a specific stimulus.

Rework Loop The result of a failed inspection point. A rework loop adds steps to the process, and generally leads back to the inspection diamond.

Robust Insensitivity of a process output to the variation of the process inputs.

Root Cause An identified reason for the presence of a defect or problem.

The most basic reason, which if eliminated, would prevent recurrence.

The source or origin of an event.

Segmentation Segmentation is a process used to divide a large group into smaller, logical categories for analysis. Some commonly segmented entities are customers, data sets, or markets

Strategic Planning

Strategic planning is a disciplined effort to produce fundamental decisions and actions that shape and guide what an organization is, what it does, and why it does it, with a focus on the future.

Sub-process The smaller steps that comprise one process step; the next level of detail. System Audit System Audit - Also called Process Audit: can be conducted for any activity. Usually

made against a specific document such as operating procedure, work instruction, training manual, etc.

Team Leader Each work cell is supervised by a Team Leader, who is responsible for maintaining optimal quality and productivity. Generally, this is a top-level technician who also is a natural leader. (See also Work Cell).

It is a person who gives orders and plans to technician and operator in a manufacturing company.

Value-Added To be a value added action the action must meet all three of the following criteria:

1) The customer is willing to pay for this activity.

2) It must be done right the first time.

3) The action must somehow change the product or service in some manner.

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You will need to look for the "7 elements of waste" and when categorizing need to break out your % split into:

% True Value Added,

% True Non Value Added, and

% Necessary Waste (i.e legal requirement).

If your processes are typical then the %VA will be less than 5%.

Value-Added Step

A step that contributes to customer satisfaction. A customer would notice if it were eliminated.

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REFERENCES

Boehringer, Robert, and King, Paul, “Process Mapping Gives Great Direction,” Deans Hill Systems, 2000.

Damelio, Robert, “The Basics of Process Mapping,” Productivity, Inc., Portland, OR, 1996.

Eckes, George, “Six Sigma for Everyone,” John Wiley & Sons, Inc., 2003

Galloway, Dianne, “Mapping Work Processes,” ASQ Quality Press, Milwaukee, Wisconsin, 1994.

Paris, Christopher, “Process Mapping for ISO 9001:2000,” Oxebridge Quality Resources, 2002 www.oxebridge.com.

Pikholz, Lynn and Champagne, Pam “Toolkit For Institutional and Product Development Risk Analysis for MFIs for MicroSave-Africa”, 2002

http://www.oxebridge.com/

A Toolkit For Process Mapping for MFIs · 2012. 9. 3. · Process Mapping Toolkit for Microfinance...

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