Process Mapping

What is Process Mapping?

Process mapping is a tool that is used to understand, analyse and document processes and activities in an organisation and assist in identifying opportunities for improvement A process map displays the sequential steps involved in converting a specific input into the required output

What is a Process?

Why Process Map?

Typical reasons for conducting process mapping include: To improve a process, you must understand the process Complexity of processes and lack of understanding constrains managements attempts to improve processes Analytical skills and process mapping skills allow us to understand and communicate processes to management, staff and users Identifies efficiency issues and where systems can support these

Creating a Process Flow Chart

1.

Identify the process or taskyouwanttoanalyze.Definingthescopeofthe processisimportantbecauseitwillkeeptheimprovementeffortfrom becomingunmanageable. Ask the peoplemostfamiliarwiththeprocesstohelpconstructthechart. Agree on the starting point and ending point.Definingthescopeofthe processtobechartedisveryimportant,otherwisethetaskcanbecome unwieldy. Agree on the level of detail you will use.Itsbettertostartoutwithless detail,increasingthedetailonlyasneededtoaccomplishyourpurpose

2. 3.

4.

5. Look for areas for improvement Istheprocessstandardized,orarethepeopledoingtheworkindifferentways? Arestepsrepeatedoroutofsequence? Aretherestepsthatdonotadvaluetotheoutput Aretherestepswhereerrorsoccurfrequently? Aretherereworkloops? 6. Identify the sequence and the steps taken to carry out the process. 7. Construct the process flow chart either from left to right or from top to bottom, using the standard symbols and connecting the steps with arrows. 8. Analyze the results. Where are the rework loops? Are there process steps that dont add value to the output? Where are the differences between the current and the desired situation?

Advantages of Process Mapping

Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the work place, including:
Increases understanding of the work process Provides understanding of resource allocation Documents training procedures Tracks workflow Increases staff awareness

The Process Framework

Continuous Improvement Continuous Improvement

Identify and Identify and understand understand Best Practices Best Practices

AS-IS Design AS-IS Design

Analyse & Analyse & Evaluate Evaluate

TO-BE Design TO-BE Design

Implementation Implementation

APPROACHES BPI BPR BT

Deliverables

Turn TV On

D oes picture com on? e

N o

Is TV plu gged in?

Yes

N o Yes

Plug in TV

Is picture good?

Yes

Does picture com on? e

N o

C TV repair all m an

N o Yes

Adjust knobs

Is picture good?

No

An action plan for implementation containing identified and prioritised suggestions for improvement. Documented differences between existing work flow and Best Practices. Identified problem areas using root cause analysis

W atch program

Yes

Problem

Causes PROCESS POLICY

TECHNOLOGY

Best Practices vs. existing workflow 1 1. Best Practice 1 GAP: 2. 3. 4.

Documented existing work flow with Suggestion for improvement highlighted problems. Quick Fix
Problem Effect Solution Due date

Cross-functional process map

Prioritised suggestions for improvement x Importance

PEOPLE

Best Practice 2 5. GAP: 6.

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Prioritised Action plans

Quick Fix Project

1. Automate..........
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2. Simplify........
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x x x xx

3. Eliminate.......
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Performance

Process mapping symbols

Action/Process

System Activity Direction of Flow

End

Start or End
Start

Document

On Page Connector
No

Decision
Yes

Off Page Connector

Required information for process mapping

We need to understand the following in order to process map:

RESPONSIBILITIES
The key responsibilities of the process area

ACTIVITIES
The key activities of the process area

INPUTS
The main sources of data input for each activity

OUTPUTS
The key deliverables of each activity

CUSTOMERS
Recipients of the outputs of each activity (internal & external)

PIs
Key Performance Indicators e.g. cycle time for process

VOLUMES
Key volumes related to an activity e.g.no. of items produced per day

Facilitating
Prepare Use standard flowchart symbols Flow from top left to bottom right Bring people together who know the process to prepare Execute Use group facilitated sessions with process owners Use individual interviews where appropriate Document process and technology opportunities for improvement as you go Understand cost, quality and time (processing time and elapsed time) implications as you go

Suggested steps in process mapping

Start with a high-level flow (Context Diagram) and then drop to the next level of detail if necessary (i.e. sub processes) Define the beginning and end of each sub process (stay focused) Define key inputs and outputs Walk through each key sub process step by step Don't waste time: If you get bogged down, take a break or move on to another area Identify process and technology opportunities for improvement as you go or at the end of each sub process Verify the accuracy of the flow

Process mapping DOs and DONTs

DO map the process as it actually happens DO think about the process across the entire organisation DO talk to the other people who are involved in the process DO define the beginning and end of the process before you start DO the process map at a high level DO ask questions DONT map the process as you think it happens or as you think it ought to happen DONT restrict your process map to the activities in your own department DONT work in a vacuum DONT attempt to process map before you identify a beginning and an end DONT get bogged down with too much detail DONT struggle on your own

Expected results

Re-check the process by looking at the following: Start, end points and customers should be clear Inputs and outputs should be identified Indicate title of person / area responsible for each task A person not familiar with the process should be able to easily understand the flow without any explanation The level of detail should be adequate to describe inefficiencies

A basic process mapping example - sending a fax

In teams, spend 15 minutes drafting a process map for sending a fax Use the Brown Paper Technique
Write activities on Post-it notes Stick them to the brown paper (or nominate someone to do this) Move Post-its around until activities have been properly sequenced Add other model components (function, resource, etc.) Remember to use swim lanes where necessary Run through process checking for accuracy

A basic process mapping example - sending a fax Example answer

Sender
Depicts the start of the process Depicts a step taken by the actionee Depicts a decision point always has yes/ no outputs Depicts an action generated by or related to the system

Yes goes right

Start

Compose fax on computer

Do you want to save a copy?

No goes down

Yes

Save copy of fax to database

No

Print fax
Defines area of responsibility for actionee Depicts a functional area or actionee e.g. department

Represents readable data such as printed output Refers reader to a follow-on process map

Send fax to recipient

Send a copy to CEO?

Yes

See Process no.2

Recipient Recipient receives fax

No

End

Depicts the end point of the process