Brown Paper Method
What is the Brown Paper Method?
In this article we want to talk about the Brown Paper Method (BPM) in the context of process management.
The Brown Paper Method is an easy to use tool for process development or management for your organization. During a workshop processes are drawn on a large piece of paper (typically from big brown paper roll sticked to a wall) and then analyzed.
Important: Draw the process as they really are not as you think the are. Do a Gemba Walk before this session.
So let us take it as a tool for process management. To be able to understand processes and procedures in your organization and to find out the weak points of them, it is depending on details. Getting those details can be tricky as they might be hidden in the process or in your employees minds and not always so obvious. As mentioned take the Gemba Walks and have a close look on the processes because it usually comes with a taste of complexity. With the Brown Paper Method you then have a simple tool to visualize the complexity in a simply way.
The Brown Paper Method is a pragmatic and result-oriented approach for process audits, presentations or analysis. It is based on a workshop where all involved persons of a process come together in person and collect their findings and doings on brown paper and draw the big picture of the process in total. Through the discussions, that will appear during the workshop, details will be pointed out that matter and defects or weakness will be described and visualized.
With the BPM, the actual process is collected, visualized and analyzed. Target processes can be also developed together. With the Big Picture of the process on brown paper all becomes clear for those involved and the tricky parts of the process are worked out and presented.
Based on the findings of the initial workshop the results are taken to the next level of process modeling. This includes the definition of the target process, implementation of automated workflows and process optimizations.
The process representation on the wall covered with brown paper can contain the following process characteristics:
What triggers and ends the process
Single process steps
Events
Suppliers and customers
KPIs can be important for the process flow (Defect rates, process times, etc.)
Process Input such as raw material, semi finished goods, pre-assemblies, toolings but also information and data such as reports or KPIs
Output and outcome such as finished goods or services
Employees actually executing process steps in the process flow
Employees that have an indirect influence on the process
Other teams or departments related to the process
and so on…
For the upcoming analysis following parts of the brown paper are discussed, additional information added and highlighted:
Critical activities that have a direct impact on the final result of the process including costs and time
Missing or missleading inputs such as information or defective parts
Wrong process steps that are distort the result
Incorrect or missing process step outputs
All potential to improve the process e.g. Kaizen activities marked with a KAIZEN flash
Which of these characteristics finally are listed in the process representation is up to the team as well as the weighting of each. This will then prioritize the potentials identified and when they will be tackled.
