Brown Paper Mechanics

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Definition

Brown Paper:

A visual wall display on brown wrapping paper to document a process or situation and its associated problems and opportunities.

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Purpose

• Can be used in a variety of applications:

- AS IS (actual process in use today).

- SHOULD BE (process according to procedures).

- COULD BE (optional methods).

- TO BE (model for implementation).

To provide a portable visual of an entire process which details the actual steps taken, and highlights all applicable interfaces, decision points, and information sources. Can be applied to a variety of processes: operating, strategic, international, etc.

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Objectives

• Shows the process areas of strength.

• Shows areas of opportunities.

• Shows the big picture: “forest and the trees.”

• Can be used as a training tool.

• Generates ideas for improvement opportunities.

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Brown Paper Overview

We'll Use It:

• When:- During Scoping Phase to study the “current situation.”

- During Results Delivery, as needed.

• Why:

- The Brown Paper shows the entire process and workflow. It is used to highlight strengths and opportunities and to take a step back and review the process.

• With Whom:

- The Brown Paper will typically be jointly constructed by the clients and consulting team.

• From Today:

- You should understand how to assemble a Brown Paper so that all of them are consistent.

• Additional Training:

- Will occur as we construct the Brown Papers. This will be a joint activity.

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“As-Is” Model

GetDressed

Turn OffAlarm

Sleeping in BedWhen Alarm

Goes Off

Got toKitchen

Turn onLight

BedIs ItDark

NoCrawl Outof Bed

Yes

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“As-Is” Model (cont.)

Drive to

Work

KissSpouse

Leave House

Married Over 10Years

HaveCar

Keys

Eat Breakfast

AskSpouse

forMoney

GetMoneyfrom

Spouse

HaveEnoughMoney

Work

NoNo

Yes

No

Yes Yes

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Brown Paper Symbols/“Icons”

Task – Actual task performed

Example – Type a Form

Review a Form

Should be five words or less

Start with Action Verb

Clarification— Further information on step

Example — Form comes from accounting

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Brown Paper Symbols/“Icons” (cont.)

Decision–Stated as to require a yes or no answer.

Example–Is the form complete?

Indicate what %of volume takeswhich path

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“As-Is” Brown Paper Development

Construction Tips:

1. Plan on 3 iterations of the brown paper:

1. Verbal walk through by knowledgeable resource—take notes and get a good understanding.

2. Rough Draft—using post-its and icons, block out flow with knowledgeable resource. Check for accuracy.

3. Brown Paper—creatively display opportunities that appeared in Rough Draft (e.g., rework loops, time lags, multiple hand-offs, etc.).

2. Phase-in client involvement:

1. Start with as few people as possible for Steps 1 and 2.

2. Check accuracy with a few different people.

3. Get strength and opportunity input from a few more people.

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“As-Is” Brown Paper Development (cont.)

Broadly Quantify the Process:

1. Percent of volume for various pathways.

2. Time frames for key steps.

3. Number of people performing tasks.

4. Work volumes/flows wherever possible.

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“As-Is” Brown Paper Hints

Guidelines/Helpful Hints:1. Don't create a finished brown paper from scratch. Use pencil to do the first draft:

- Makes it easier to correct mistakes.

- Sends a message that this is not a “done deal,” but a “let's discover this together” process.

2. Disagreement about how the function is completed is O.K. It is probable that different people perform the same function differently; that is a significant finding!! Try to capture both.

3. Make not knowing the answer to every question O.K. In the process of asking questions needed to identify the flow, it almost always happens that a question will be asked that no one can answer off the top of their heads.

4. Be sure participants understand that the steady stream of questions is not an attempt to trick or humiliate them. Sometimes participants get rattled when every answer they provide is greeted with another question.

5. Ask for hard copy and complete examples. All key documents should be obtained with “live” information, if possible. Ask for a printed copy of significant computer screens if the function is “on-line” or interactive between user and system.

6. No value judgements (yet). The process of creating the initial brown paper should be a fact-gathering exercise. The evaluation of the information comes later. At this point, all ideas are good ideas.

7. Identify one stream of activity and do it start to finish: then integrate other streams with it. Experience has shown that participants may become confused when trying to understand and document several different flows simultaneously. By choosing one and taking it start to finish, similarities and differences can more readily be identified, and the meeting more easily controlled. Note: the group typically will need to be reminded of this several times.

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“As-Is” Brown Paper Hints (cont.)

Guidelines/Helpful Hints (cont.):

8. Start process steps with an action verb. State the action taken or task performed at each step.

9. Write explanations directly on the brown papers. The only paper attached to the brown paper should be “live” documents and their post-it note critique.

10. Specify percentages “yes” or “no” for decision points. Each time the process can split into more than one path, document the frequency or percentage each path is taken.

11. Use arrows to show the flow.

12. Rule of thumb. The brown paper should be understood by anyone without lengthy explanations.

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Examples of Brown Paper Opportunities to Look For

A. Duplication • Eliminate 10 extra copies

B. Redundancy • Eliminate situations where 2 people or organizations do the same task.

• Eliminate Safety Stock; Surplus (back-up)• Eliminate duplicate equipment

C. Frequency of Use • Eliminate or reduce reports not read/used• Match frequency with need

D. Accuracy • Match appropriate level of accuracy to need

E. Timeliness • Cost of waiting/not getting things on time

F. Rework/Repair • Cost of fixing one item at the source (e.g., the lab, the factory, the design group)

• Cost of fixing at the sub-assembly level (i.e., 1st item becomes part of something larger)

• Cost of fixing in field• Imputed cost—lost reputation, customers avoid producer

G. Standardization • Cost of “one-off”/semi standard (modularization)• Cost of not standardizing when it makes sense to

H. Procedures • Cost of documenting practices

I. Insourcing • Cost of making it yourself; making instead of buying

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Examples of Brown Paper Opportunities to Look For (cont.)

J. Authorization • Cost of consensus

K. Validation/Authorization • Cost of “security” Checking

L. Forecasting • The cost of prediction

M. Waste • Cost of consumption

N. Specification • Cost of customization• Unnecessary conformance

O. Storage and Surplus • Cost of holding/warehousing/archiving

P. “Float” • The cost of paying in advance; cost of forgone interest

Q. Best Practices • Opportunity cost of knowledge/skill transfer

R. Reconciliation • The cost of non-aligned information/data

S. Planning • Cost of “planning” vs. “doing” (or trying)

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Sample Brown Paper

IdentifyStrengthson Green

Name of Process Flow Here

“As Is”Process Flow(Department Name)

Use BlueInk to

Identify Process

Opportunities Identifiedwith Red

Ink

Attach:• Docs• Reports• Etc.

Quantify Opps• Loops• Lags• Etc.

Show DetailWhen

Necessary

RectangularIcons areUsed forActivity

Diamond

Icons Are Used for

Decision Points

(Black)

KODAK Client Contract__________ ____________________ ____________________ ____________________ ____________________ __________

Opportunities

Strengths

•

•

•

Opportunities

(Green)

(Red)

3

1

2

1

Show Linkages to

Other Process Flows